JOHANNESBURG SOCIAL HOUSING COMPANY (SOC) Ltd … Business... · institution such as Social Housing Regulatory Authority. In terms of the Social housing Act, social housing is “a

1

JOHANNESBURG SOCIAL HOUSING COMPANY (SOC) Ltd

BUSINESS PLAN

2020/2021 FINANCIAL YEAR

2

3

Contents EXECUTIVE SUMMARY .................................................................................................................................. 5

1. STRATEGIC OVERVIEW .............................................................................................................................. 6

2.1 Vision ................................................................................................................................................. 7

2.2 Mission ............................................................................................................................................... 7

2.3 Values ................................................................................................................................................. 7

2.4 Core Mandate/Purpose...................................................................................................................... 8

2.5 Legislation and policy environment ................................................................................................... 8

2.6 Strategic Objectives - Aligned to COJ programme ............................................................................ 9

3. STRATEGIC ANALYSIS .............................................................................................................................. 16

3.1 Past Performance and Future Outlook ............................................................................................ 16

3.2 Turn Around Strategy ....................................................................................................................... 19

3.3 Environmental Analyses ................................................................................................................... 22

3.4 Risk Management ............................................................................................................................ 27

4. STRATEGIC RESPONSE - IMPLEMENTATION ........................................................................................... 32

4.1 Key Performance Areas ..................................................................................................................... 32

4.2 Corporate scorecard (as per Circular 88 planning template.) .......................................................... 32

4.3 KPI Definitions ................................................................................................................................... 41

4.4 Service Standards Charter ................................................................................................................. 53

4.5 Performance Monitoring, Evaluation and Reporting ........................................................................ 53

5. FINANCIAL IMPACT ................................................................................................................................ 56

5.1 Budget and Sources of Funding ........................................................................................................ 56

5.2 Operational Expenditure ................................................................................................................... 56

5.2.1 Financial Impact ......................................................................................................................... 63

5.3 Capital Expenditure ........................................................................................................................... 66

6. MANAGEMENT AND ORGANISATIONAL STRUCTURES ........................................................................... 72

6.1 Organisational structures .................................................................................................................. 72

6.2 Management Team ........................................................................................................................... 80

6.3 Capacity Analyses .............................................................................................................................. 81

7. COMMUNICATION AND STAKEHOLDER MANAGEMENT ....................................................................... 83

7.1. Stakeholder Matrix .......................................................................................................................... 84

8. COMMUNICATION PLAN ......................................................................................................................... 87

9. INFORMATION AND COMUNICATION TECHNOLOGY …………………………………………………………………….....90

4

9. AUDIT RESOLUTION (OUTSTANDING ISSUES)………………………………………… ………91

Annexures

Annexure A: Proposed Tariffs Annexure B: Strategic Risk Register Annexure C: Acquisition Plan

5

The Johannesburg Social Housing Company SOC Limited (“JOSHCO”) was established in

November 2003 by the City of Johannesburg (City). JOSHCO’s mandate is to provide and

manage social and affordable rental housing for the lower income market as part of the City’s

strategy to eradicate the housing backlog of the City. It is a registered Social Housing Institution

and is accredited by the Social Housing Regulatory Authority (SHRA) of South Africa. JOSHCO

predominantly serves families whose total household income is between R3500 and R15000 per

month. The core business of JOSHCO includes: the development of social and rental housing;

the refurbishment, upgrading and management of some of the City Council owned rental housing

stock; the refurbishment, upgrading and management of hostels and the provision of turnaround

strategies where necessary. As a Municipal Owned Entity (ME), it is required to comply with all

the relevant legislation (i.e. Municipal Finance Management Act, Municipal Systems Act, SHRA

Act and, the Companies Act). The policies and strategies of the organisation are strongly

influenced by the vision of the City of Johannesburg which has found itself in the Growth and

Development Strategy 2040 (GDS).

The company’s implementing philosophy is combining quality and quantity in an endeavor to

develop social housing settlements that transform the lives of JOSHCO’s tenants.

JOSHCO’s Project Portfolio:

• Greenfield and Brownfield developments;

• Hostel redevelopment;

• Inner City refurbishments/conversions;

• CoJ public stock/upgrades and;

• Communal and transitional housing

EXECUTIVE SUMMARY

6

The objective is to be able to deliver our product with the same level of efficiency, service,

innovation, drive and effectiveness of the private sector while mitigating the risks and constraints

in our unique operating environment.

The business-operating environment is complex and requires skills mix accounting authority with

extensive understand of good governance. The subsidisation of rental by the City and Social

Housing Authority (SHRA) mitigates the risk of going concern as the capital funding will ensure

continued demand management in the social housing sector.

The rental sector in South Africa is changing and evolving on a continuous basis since 1994.

Currently, research shows that the rental housing sector in general can support substantial

growth. As a result, in the past five years there has been an increased focus on the role of the

rental sector in overall policy and strategic decisions. Moreover, the rental tenure option is seen

as an effective tool for urban stabilisation, regeneration and local economic development. The

changes in the rental housing environment are evidenced by the development of the National

Rental Housing Strategy, and the rental model for South Africa (diagram below). In essence, the

rental model proposes that an agreement exists between a tenant and a landlord to pay rental for

and occupy a unit over a period. The monetary exchange in that relationship is the common

denominator.

Rental Housing Model

Applicant Pays Deposit Occupies Unit JOSHCO Tenant

Common Denominator

1. STRATEGIC OVERVIEW

7

Since its inception in 2003, JOSHCO has become an important player in the social housing sector.

A track record of delivering decent and affordable rental housing means that the company has

consistently grown its property management portfolio over the years. JOSHCO remains an

imperative social housing agency vehicle for the City and consistently strives to manage its market

leadership position.

The organisation’s implementing ethos is combining quality and quantity that seeks to improve

the quality of life of the Citizens of the City. Joburg 2040- the City’s long-term growth and

development strategy has set high standards for the city to become a sustainable, resilient and a

liveable world-class African City by 2040. JOSHCO anticipates meeting these standards directly

through its development programme. The CAPEX budget allocated by the City and the SHRA

subsidy has made it possible to facilitate improved capacity and implementation of large-scale

projects within the corridors. As a strategic imperative, JOSHCO will continue to build partnerships

with organisations that are aligned to the JOSHCO’s objectives. These partnerships (construction

companies and professionals) are being forged as the delivery of social housing within the

corridors we prioritised.

To become the best provider of quality, affordable social housing designed to global standards.

To provide quality, resource efficient, economically sustainable and affordable housing products,

in locations that guarantee convenience to our customers, which address the needs of the

community and the environment within Johannesburg, underpinned by customer-focused service

delivery and effective management.

2.1 Vision

2.2 Mission

2.3 Values

8

Transparency

We will conduct business in an open, honest and transparent manner and comply with all

legislative and governance requirements, and fully take responsibility of our decisions and

actions.

Customer Focus

At JOSHCO, we hold the customer very dearly to our hearts. We will do everything possible to

ensure that we delight our customers in ways they want and to standards they themselves define.

Efficiency

We strive to become resourceful in the way we do business. We will continuously innovate to

better our business processes. We focus on achieving more from the resources at our disposal.

Respect

We cannot exist or succeed independent of our clients, customers and partners. We respect every

person whom we interact with and strive to treat our customers in a highly respectful & dignified

manner.

JOSHCO’s mandate is to provide and manage social and affordable rental housing for the lower

income market as an integral part of the efforts to eradicate the housing backlog in the City. It is

a special purpose vehicle to access National and Provincial grant funding which a City or

department cannot.

JOSHCO is an entity of the City of Johannesburg that was established in line with the Municipal

Systems Act and Companies Act. The entity was registered as a social housing institution in order

for the municipality to deliver social housing to its constituency while access subsidy from

2.4 Core Mandate/Purpose

2.5 Legislation and policy environment

9

institution such as Social Housing Regulatory Authority. In terms of the Social housing Act, social

housing is “a rental housing option for low to medium income households at a level of scale and

built form which requires institutionalized management and which is provided by social housing

institutions or other delivery agents in approved projects in designated restructuring zones with

the benefit of public funding” and social housing institution is “an institution accredited or

provisionally accredited under the Act which carries or intends to carry on the business of

providing rental housing options for low to medium income households (excluding immediate

individual ownership and a contract as defined under the Alienation of Land Act, 1981 (Act No.

68 of 1981)), on an affordable basis, ensuring quality and maximum benefits for residents, and

managing its housing stock over the long term”. JOSHCO as Social Housing Institution (SHI) is

expected to comply with the Social Housing Act.

Furthermore, JOSHCO as an entity of the City of Johannesburg and must comply with the laws

and regulations governing local government including the following:

• Provisions of the MFMA (budget preparation, management, reporting and procurement);

• Provisions of the SCM regulations (procurement and contracts management); and

• Municipal Systems and Structures Act (systems to guide the operation of the company)

• Align itself with City of Johannesburg, its parent municipality, strategic documents such as

GDS 2040, IDP and SDBIP

In addition to the municipal laws and regulations, JOSHCO must also comply with the provisions

of the Company’s Act which prescribes how companies must be managed and controlled.

JOSHCO undertakes to ensure that its strategic plan is aligned to Growth Development Outcomes

and strategic priorities as articulated in the Growth Development Strategy 2040 of the City of

Johannesburg. CoJ has articulated 4 key goals that it aims to achieve by 2040, and which are

premised on both the concept and aspiration of ‘a world class African City’. The Illustration below

outlines the Growth Development Strategic Goals of the City of Johannesburg towards 2040.

2.6 Strategic Objectives - Aligned to COJ programme

10

Picture: 1

JOSHCO’s core business fully supports and drives each of the 4 goals. Under G1, JOSHCO will

ensure that all tenants live in a safe and secure environment, and that there are concrete efforts

to network families and build caring JOSHCO communities. Under G2, JOSHCO will priorities the

low income-earning segment, especially previously marginalized South Africans, and provide a

quality of life that restores their dignity as part of social redress. JOSHCO will strive to meet and

exceed quality service provision whilst ensuring that the design and construction of its buildings

meet environmental and climate change management practices. Under G3, JOSHCO will ensure

that its housing solutions are provided within the proximity of commercial points and transport

corridors in order to provide convenience of tenants to commercial activity. JOSHCO will also

contribute to employment creation through its construction and rental management business.

Under G4, we strive to become a highly customer focused SHI that listens to the needs and

concerns of its customers, and that put into practice its core values of transparency, customer

G 2

G 4

G 1 G 3

Improved quality

of life and

development-

driven resilience

for all.

A high performing

metropolitan

government that

proactively

contributes to and

builds a sustainable,

socially inclusive,

locally integrated and

globally competitive

An inclusive, job-

intensive, resilient,

competitive and

smart economy

that harnesses the

potential of

Citizens

Provide a resilient,

livable, sustainable

urban environment

– underpinned by

smart

infrastructure

supportive of a low

carbon economy

GDS 2040 DEVELOPMENT OUTCOMES/GOALS

CITY OF JOHANNESBURG GDS 2040

11

focus, efficiency and respect. At institutional level, JOSHCO will strengthen its governance

mechanisms and ensure that it becomes accountable at all times under all circumstances. In

order to achieve the GDS outcomes and priorities, JOSHCO envisaged to achieve the following

strategic objectives in the medium to long term period;

• Become a financial sustainable entity

• Contribute towards economic development through Broad Based Black Economic

Empowerment

• Develop social housing projects within transport corridors, inner-city and greenfield

(including suburbs and economic hubs)

• Contribute to mitigating Climate Change Impact

• Become a Customer Centric Company

• Strengthen Governance and Compliance

• Improve safety and security of all tenants in JOSHCO projects

The City of Johannesburg identified ten priorities to drive the GDS goals in the medium to long

term. Furthermore, thirteen government of local units’ programmes were identified for short to

medium term implementation. JOSHCO has aligned its strategic objectives and programmes with

the COJ strategic priorities and programmes as outlined in the table below:

Table 1: Strategic Link between the IDP, GDS Priorities and Organisational Objectives.

2011

GDS

Outputs COJ Strategic

Priorities

GLU

Programmes

JOSHCO

Strategic

Objectives

JOSHCO

Strategic

Outcome

1. Improved

quality of life

and

development

driven

resilience for

all.

• Food security that

is both improved

and safeguarded.

• Safer City

-

-

-

• Increased literacy,

skills and lifelong

learning amongst

all our Citizens.

-

-

-

• Provision of

infrastructure

resources for

early childhood

development.

• Substantially

reduce HIV

prevalence and

12

2011

GDS


Priorities

GLU

Programmes

JOSHCO

Strategic

Objectives

JOSHCO

Strategic

Outcome

non-

communicable

diseases and a fit

City characterised

by healthy living

for all

-

-

-

-

• A safe and secure

City.

• Safer City • A safer City by re-

introducing ward-

based policing

(Joburg 10+) and

effective law

enforcement.

• Combating drug

and substance

abuse, gender-

based violence.

• Manage displaced

communities and

homelessness

• Improve safety

and security of

all tenants

residing in

JOSHCO

managed

projects.

• Controlled

access at all

JOSHCO

properties.

2. Provide a

resilient,

liveable,

sustainable

urban

environment

underpinned by

smart

infrastructure

supportive of

low carbo

economy.

• Sustainable/

integrated

infrastructure

services.

• Sustainable

service

delivery.

• Accelerated and

visible service

delivery and re-

introduction of co-

production in the

delivery of the

basic services.

-

• Achieve all

service level

standards as

agreed through

SDA.

• Critical roles filled

at all times.

• Eco-mobility

-

-

-

-

• Sustainable

human settlement.

• Integrated

human

settlement.

• Impact the

housing market

including the

integration,

development and

maintenance of

hostels and flats.

• Combat illegal land

invasion and

• Increase social

housing

projects within

the transport

Inner City and

Greenfield,

including the

suburbs and

• Critical roles filled

at all times.

• Number of units

developed.

13

2011

GDS


Priorities

GLU

Programmes

JOSHCO

Strategic

Objectives

JOSHCO

Strategic

Outcome

promote regulated

land use.

• Formalisation of

informal settlement

and accelerated

rapid land release.

economic

hubs.

• Climate change

resilience and

environmental

protection.

• Sustainable

environmental

development.

-

• Contribute to

mitigating

climate change

impact.

• Installation of

solar systems in

all projects.

• Water harvesting

systems.

• Roof top gardens

in the Inner-City

projects.

3. An inclusive,

job-intensive,

resilient,

competitive and

smart economy

that harnesses

the potential of

Citizens.

• Job intensive

economic growth.

• Job

opportunity

and creation.

• Job opportunity

and creation.

• Contribute

towards

economic

development

through

BBBEE

empowerment

• Number of EPWP

job opportunity

created.

• Promotion and

support to small

business.

• Economic

development

and growth.

• Development

and support of the

SMME’s

• Contribute

towards

economic

development

through

BBBEE

empowerment

• At least 30% of

capital

expenditure on at

least 51 black

owned

companies.

• At least 30%

capital

expenditure on

SMMEs.

• Increased

competitiveness of

the economy.

• Smart City

-

-

-

14

2011

GDS


Priorities

GLU

Programmes

JOSHCO

Strategic

Objectives

JOSHCO

Strategic

Outcome

4. A high

performing

metropolitan

government

that proactively

contributes to

and builds a

sustainable,

socially

inclusive, locally

integrated and

globally

competitive

Gauteng City

Region.

• Re/effective

Citizen Gauteng

City Region.

-

-

-

-

• Responsive,

account, efficient

Metro.

• Good

governance.

-

• Actively involve

the public pre and

post

implementation of

the projects.

• Financially and

administratively

sustainable and

resilient City.

• Financial

sustainability.

• Improve and

strengthen

financial position.

• Become a

financial

sustainable

entity.

• A robust revenue

collection.

• Diversification of

revenue stream

i.e. student

accommodation.

• Cost containment

strategy

application,

monitoring and

reporting.

• Citizen

empowerment and

participation.

• Active and

engaged

Citizenry.

• Community based

planning and

enhanced

Community

engagement,

including Mayoral

Izimbizo.

-

• Actively involve

the public pre

and post

implementation of

the projects.

• • Smart City • • JOSHCO App

• Customer

Relation

Management

(Call Centre)

• Smart metering

system

• Security upgrade:

Installation of

CCTV cameras,

Biometrics

15

2011

GDS


Priorities

GLU

Programmes

JOSHCO

Strategic

Objectives

JOSHCO

Strategic

Outcome

• Customer care and

service.

• Active and

engaged

Citizenry.

-

• Review of all

business

processes.

• Global positioning

of Johannesburg.

-

-

-

-

• Building

cooperative and

intergovernmental

partnerships.

• Active and

engaged

Citizenry.

-

-

-

• A responsive,

corruption-free,

efficient and

productive

metropolitan

government.

• Good

governance.

• Combat

corruption, fraud

and,

maladministration.

• Strengthen

Governance

and

compliance.

• Robust internal

control

environment.

• Minimising the

impact of the

COVID 19

Pandemic

• Comprehensive

Health Response

• Food Security

Response

• Enforcement and

Compliance

Measures

• Economic impact

and mitigation

measures

• Social

mobilization and

solidarity

• Continuation of

Municipal

Services

• 3 buildings to be

redeveloped in

response to

COVID 19

• Provision of PPE

to site officials

• Enhanced IT

systems to

support working

from home

• Continues tenant

education on

COVID 19

containment

measures

16

The housing backlog in the City has been a challenge for many years and the establishment of

JOSHCO was an opportunity for the City to address the housing challenges and to improve the

quality of life of the Citizens of Johannesburg. To date JOSHCO manages 8 515 rental units

between green and brown fields. The value allows the City to position itself in the other areas of

prospective developed to ensure that, JOSHCO continues to penetrate the market while

addressing the spatial inequalities of the past.

Past Performance

In the 2018/19 financial year the organisation continued to strive for the achievement of the

Institutional and administrative KPI’s against its targets and the revenue target as both targets

drive the performance of the organisation from the capital and expenditure budget point of view.

Below are the highlights of the results for the aforementioned financial year: -

• Capital expenditure was 98% against a budget of R321 million;

• Revenue year on year increase by 14% from R141.7 million to R150 million.

• Number of units developed and completed was 297 against a target of 360 units;

• Occupancy rate was 99% against a target of 98%;

• Stakeholder engagement was 172% against a target 100%;

• Spending on 51% black owned companies was 69% of R 258.4 million;

• Deficit was R 34.7 million mainly due to the increasing utility cost and rental debtor’s

impairment.

Future Outlook

The organisation will continue to focus on improving its market share by positioning and delivering

on what matters most in its market segment. The development strategy will continue to focus on

addressing the legacy of the unjust apartheid spatial development approach. It (JOSHCO) plans

to diversify its portfolio and broadened its focus to urban areas and in economic hubs where it

intends to cement its social and affordable housing footprint. The need to explore the Northern

and Southern suburb market is part of the organisation’s new strategy to develop social and

affordable housing in areas outside spatial development or previously disadvantage geo-areas.

3. STRATEGIC ANALYSIS

3.1 Past Performance and Future Outlook

17

The new strategy aims to tap into markets that compete on high rental fees. Both the Northern

and Southern suburbs have remained the market ground for private developers and that positions

the organisation as a last market entry with market intelligence and experience curve to compete

amongst the elite rental accommodation providers while ensuring that, the introduction of social

and affordable housing does not dilute the current market property value in the earmarked areas

and/or City Regions.

Furthermore, research intelligence from Statistic South Africa indicates that, the population in the

Gauteng Province has grown by 46% since 2002 and that, the labour force has also grown by 2%

from January 2018 to March 2019. More of the research results also showed that the organisation

needed to explore the economic hubs and suburban market offerings which then diverts the

organisation to areas such as Midrand, Randburg and, Fourways as they are areas that offer

some of the most rapidly expanding and developing commercial and residential nodes in Gauteng

The lower income earning residents in the City who reside in the peripheries of the City travel

more than 25km on average to their place of work, which could then be alleviated through the

new strategy to penetrate areas that are closer to economic activities. In the next 3 financial years,

JOSHCO will invest over R1,3 billion in both Green Fields and Inner-City project portfolio which

will yield 2920 social and affordable rental units of which majority will be at economic active areas.

The investment will form part of JOSHCO’s medium to long-term geographical footprint and as

such will sustain its number one position in the Social Housing Sector. While the investment will

attract further long-term development, it will also seek to address the much-needed low-cost

housing demand while ensuring that beneficiaries benefit from living in well developed areas that

offer social and other needed amenities to further enhance their quality of life.

The Social Housing Regulator Authority (SHRA) as one of JOSHCO’s key stakeholders will also

invest a projected amount of R230 million in the next 3 financial years which will be re-directed to

the new but, also exciting developments in geo-areas such as Midrand, Sandton, Lufherheng and,

Enerdale. Out of 2920 units projected for the next 3 financial years, 815 units will be developed

through Turnkey projects and will partially fund with R230 million from SHRA. JOSHCO envisages

to convert some of the inner-city buildings into student accommodation and the project will start

from the 2020/2021 financial year which will see JOSHCO positioning itself to enter the student

accommodation market as part of its additional business segment. An amount of R378 million has

been projected for capital expenditure spending in the 2020/21 FY and a proportion of the value

will be directed to student accommodation. The vision towards student accommodation is that of

18

a student precinct which means safer accommodation through sound security and a

technologically advanced environment based on the SMART City approach.

JOSHCO as an entity of City of Johannesburg aligns itself with all city plans that are relevant to

entities. The City has Smart City as one of its priorities wherein departments and entities are

required to incorporate in order to respond in designing smart Joburg City. JOSHCO has a number

of initiatives intended to respond to SMART City priority that will be implemented starting from the

2020/21 financial year and this include the introduction of the JOSHCO App, Security upgrade at

projects, installation of prepaid water and electricity meters, and rainwater harvesting system. The

initiatives aim to enhance JOSHCO engagements with the citizens to ease access to our

information and services, make projects safer, sustainable, liveable and resilient.

Over and above the aforementioned, a projected amount of R 216 million will also be invested

over the next 3 years in maintenance of the projects. The investment will ensure that JOSHCO

sustains market attractiveness for financial and demand growth and, contributing towards global

positioning of Johannesburg.

The picture below depicts the organisation’s futuristic footprint in areas

Picture 2

19

Table 2: Outlook of Organisational Future Geographical Footprint.

REGION AREA CONTRACTING

STRATEGY

NO OF UNITS

REGION A TBC Turn-Key 1 Phase one: 350 units

Phase two: 400 units

REGION B TBC Turn-key 2 Phase: 500 units.

REGION D TBC Turn-key 3 Phase: 550 units.

REGION E TBC Turn-key 5 Phase one: 650 units.

REGION F Rissik Street,

Booysens Place

Inner City programme. 500 social housing

units.

REGION G TBC Turn-key 5 400 social housing

units.

Total 3350 units

NB: the areas were the Turn-keys projects will be developed will confirmed once expression of interest is

finalised

The above turnkey developments will see the organisation growing its Green Field project portfolio

by 3350 units upon completion. The location of projects within City Regions will be confirmed

once the expression of interest process is completed.

JOSHCO has experience challenges that affected the company performance over the years

ranging from turnover of executive, budget cut and unfavorable economic climate that negatively

affect tenants. In response to challenges that threatens the future operation of the company,

different strategies envisaged to enhance revenue and contribute to the financial sustainability of

the company will be implemented in the 2020/21 FY.

The following are different strategies that the company is finalizing for implementation in the

2020/21 Financial Year

1. Student Accommodation

3.2 Turn Around Strategy

20

JOSHCO has observed that a limited number of students stay on campus and that the existing

student accommodation market is unable to cope with demand. This creates a huge off-campus

accommodation market, which has compelled many students to live as backyard dwellers or

become victim of unregistered landlords who charge exorbitant rental amounts. JOSHCO has

identified the accommodation gap in the student accommodation sector and intend to penetrate

the market as part of its revenue diversification. JOSHCO will acquire buildings from

Johannesburg Property Company that that are within the vicinity of Institutions of Higher

Education suitable for convention into student accommodation with the long-term plan of

developing a JOSHCO student accommodation precinct. The Primary goals that JOSHCO has

in providing Student Accommodation are to:

• Enhancing and facilitating the living and learning experience of students within a

diverse student accommodation community.

• Contributing to academic success for previously disadvantaged communities by proving

living environment that is conducive for learning.

• Build a diverse student profile that reflects the demographics of the South African Society.

Over the next 5 years JOSHCO would have 10 000 beds in the student accommodation and this

will be driven by the outcome of the current pilot project planned to deliver 183 beds. A budget

of 5 million is allocated for the conversion of buildings into student accommodation in the 2020/21

financial year. Wolmaransa building has already been identified as a student accommodation

project in the 2019/20 financial year and procurement of a company to do retrofitting and

management thereof has been concluded. The commencement of the work is dependent on the

2020/21 FY budget. JOSHCO has forged relationships with one of the University in Johannesburg

and National Student Financial Aid Scheme (NFSAS) wherein student rental will be administered

through either of the two institutions and the approach guarantees JOSHCO of maximum rental

collection. Different student accommodation management models are being contemplated with

options of involving private sector, NFSAS and other role players.

2. Turnkey projects

Turnkey projects remain part of the organisation’s strategy to deliver social and affordable housing

in record time and in large number. Such projects are ejected through the use of contractor

funding and once the development has been completed to the requisite specification, the

contractor will then claim the total value of the project. As indicated in the above section Turnkey

projects are targeted for implementation in the economic hubs where JOSHCO will target workers

21

that commute daily from their residential places that are mostly in the periphery of the inner-city

and suburban areas of Johannesburg to their place of work. Through turnkey projects, JOSHCO

will grow its portfolio with more than 3000 units in the next year and will witness its footprint in

most of the City Regions.

3. Regularisation of illegal tenanting

JOSHCO has conducted an occupancy audit throughout its projects with the main objective of

identification of the citizenship of the tenants. The occupancy audit together with internal audit

revealed that JOSHCO has tenants that do not have valid lease agreements. This mainly as a

result of the passing away or has relocation of the lease holder leaving the unit under the care of

the lease holder’s dependences, which in some instances are children. The afore mentioned

challenge has affected rental collection since some of the tenants discontinued to pay and/or are

unemployed and can not afford. A robust process of regularising tenants without a valid lease

agreement will see the company’s properties occupied by qualifying tenants. There will be

applications for evictions for non-qualifying tenants who refuse to vacate the illegally occupied

units. Child-headed homes will be referred to relevant departments in the City of Johannesburg

for assistance.

4. Outdoor advertisement

In order to diversify our revenue streams, the entity will venture into the outdoor advertising space.

We currently have a billboard in one of our inner-city buildings. We are looking into getting a panel

of service providers to investigate outdoor advertising opportunities in our buildings.

5. Generate revenue for work executed on behalf of other City departments and entities

In the 2019/20 financial year, a special projects unit was created. The unit has been instrumental

in facilitating the work that the company is currently executing on behalf of the Department of

Housing at a management fee of 7%. JOSHCO will continue using the strategy as its additional

revenue stream. Other departments such as Department of Social Development has expressed

interest in involving JOSHCO on the execution of their major repairs and maintenance work and

negotiations are already at an advance stage. This will therefore further our scope of work

executed on behalf of other departments and increase revenue.

22

6. Utilities

A major expense line item for the entity is utilities which are not charged to tenants. We plan on

developing a pre-paid vending system where we will be able to recoup all costs not directly

incurred by the entity.

Further to this we will be installing solar systems for common arear lights in order to save on

energy costs. There is also a water harvesting programme which will be launched in our large

projects who consume a lot of water for the gardens in order to assist in saving water costs.

7. Rental Collection

JOSHCO has witnessed a decline in rental collections due to various factors including the

economic slowdown that resulted in high unemployment. Though measures are put in place to

provide rental relief to qualifying tenants, JOSHCO has identified the culture of defaulting by

tenants that afford. In response to under collection, the company has appointed a debt collection

company that will assist in collecting historical debts for a period of 3 years. Secondly, JOSHCO

is in discussion with the debt collection department in the City seeking assistance with collection

of rental from all state employees through salary garnish process that only the municipalities can

enforce

Environmental analysis process allows the organisation to identify its internal strengths and

weakness and external factors that will impair its strategic objectives. The analysis also aids the

assessment of the control environment against the inherent and identified risks based on change

in regulatory, policy, operational systems, geopolitical landscape and, market perception. An

environmental analysis was undertaken to assess the organisational position in relation to internal

and external environment in order to develop strategies that will respond to adverse organisational

environment.

3.3.1 SWOT

Table 3: Organisational Strength and Weakness

3.3 Environmental Analyses

23

Strength Weakness

• JOSHCO is the largest SHI, and one of

the 12 only fully accredited SHI’s in the

country. This provides an opportunity

to attract quality stakeholders

o Funding

o Investments

o Private Partnership

Investments

o Technical Partners

• The new, highly energised leadership

team brings into JOSHCO a promise

and prospect to refresh the culture and

transform the performance of the

Company. There is a wish that this

leadership remains in place and is

given every possible chance to deliver

• JOSHCO’s housing solutions are price

competitive. This puts the Company in

advantage position on market

development as it pursues an

aggressive growth strategy in the next

5 years.

• JOSHCO’s units are of a

comparatively high quality (size,

design value added services), relative

to price, which gives the company

leverage on attraction and retention of

tenants.

• JOSHCO boasts of a functional Board

of Directors as well as other

• There is a perceived weak internal

control environment, exacerbated by

a poor application of risk management

- this has manifested from recent

audits

• Currently there is no specialised

function to perform Research & Design

(R&D) focused on improving

JOSHCO’s market understanding and

informing its investments strategy &

priorities

• JOSHCO remains limited to social

housing because of its legal

framework. Social housing and

profitability remain difficult concepts to

reconcile - it places a limit on its

profitability.

• The current manual process

environment is not only a financial cost

driver that induces serious

inefficiencies into the company’s

operations, but also a driver of poor

customer satisfaction

• JOSHCO’s culture is weak and

unsuitable for a company whose going

concern prospects hinge on

entrepreneurship, competitiveness

and achievement of financial

sustainability. There is need for an

organisational culture overhaul.

24

Strength Weakness

governance structures. Going forward,

the company is better poised to attract

and retain quality stakeholders based

on the goodwill that is created by the

stable governance structure.

Table 3.1: Organisational Opportunities and Threats

Opportunities Threats

• The Government of South Africa’s

Human Settlement policy has

highlighted Social Housing as a key

programme. JOSHCO must leverage

on political goodwill to attract adequate

funding for its housing development

projects.

• JOSHCO has a unique opportunity

now to set up and operationalize a

specialised function to perform R&D in

order to enable researched and fully

appraised investments strategies and

priorities

• There is an opportunity to strengthen

Corporate Social Investment to

enhance the reputation of JOSHCO

whilst at the same time addressing

critical business objectives such as

market development

• There are opportunities to leverage of

Technology to assist in climate change

through Smart City models. 4IR

• The nature of JOSHCO’s business and

operations means that several legal

frameworks directly affect its

operations. This creates complexity in

operations, increases the possibility on

non-compliance, and demand

investment in legal skills.

• South Africa’s current ranking of no. 88

on the construction sector’s ‘Ease of

Doing Business’ index threatens

access to funding & place a premium

on funding housing development

• Recent downgrade of SA by Moody’s

and the general economic slowdown

will likely further depress capital

investment whilst also increasing the

cost of accessing funding

• The already high, and still increasing

unemployment rate will adversely

affect revenues through default – there

is need to rethink / reprofile JOSHCO’s

tenantry model

25


provides opportunities to reduce

maintenance costs, improve quality of

accommodation, achieve superior

tenant experience, etc.

• There are opportunities for targeted

Urban Agriculture that can be enabled

through innovative housing design

models (roof top gardens)

• There are opportunities for biodiversity

preservation, which can be used to

strengthen funding attraction and the

co-management of JOSHCO’s

housing assets, for mutual benefit.

• Access to municipal owned assets

remains a strategic opportunity that

JOSHCO can fully exploit. Convenient

location of housing will improve uptake

and reduce tenant churn.

• JOSHCO is pursuing the Shareholder

in order to transfer the properties that

are under its management to

JOSHCO’s books. This will assist with

improvement of the company solvency

status.

• Market diversification through student

accommodation projects

• Recent Cyber-attacks on CoJ and

several SA Banks signals the potential

for increased cyber hacks with

disruptive and costly financial

implications on business.

• Citizen activism has seen, for first time,

social housing protests (over & above

service delivery protests). This now

includes the pressure of Tenants to

own property – JOSHCO business

model must be geared to respond to

this emerging development

• The combined impact of urban

migration (urbanization) and foreign

migration (immigration), both legal and

illegal, threatens our ability to meet

housing demand and deliver

satisfactory service to tenants.

• Long legal processes for evictions, and

new laws that entrench consumer

rights, remains a big threat to revenue

assurance.

• Long legal processes for evictions,

and new laws that entrench consumer

rights, remains a big threat to revenue

assurance

• Changes at Political Leadership levels

brings policy direction changes, hence

investment priorities and thrust also

changes

26


• Natural Disaster such as the COVID

19 pandemic threatens the mandate

and current operations at JOSHCO

3.2.2 PESTEL

Political – The financial year 2021 will witness the beginning of the local Government Election

Cycle, which could affect JOSHCO’s mandate, goals and strategies, through new Political

Policies, legislations and priorities. Housing will always remain a high political standpoint in South

Africa.

Environmental – There are constant changes to the environment, impacting the way that we

affect the environment, as well as how the environment affect us. JOSHCO always endeavours

to find new ways of improving tenant quality of life, as well as safeguarding the environment. This

includes ensuring that resources are sustained, waste is managed, and finding ways to provide

renewable energy sources.

Social – JOSHCO as a Social Housing Institue, is driven by the needs of society. JOSHCO aims

to fight homelessness and poverty, by providing housing oppertunities in a market space where

tenants would not be able to obtain housing through normal markets. However, the needs of

society are ever increasing due to high influx into the City of Johannesburg, this giving an increase

in the demand for rental accomodation.

Technological – Technology is key in ensuring that JOSHCO can empower its tenants with

access to information, as well as provide easy and convenient ways to interact with JOSHCO.

This however does provide increased dependancies and reliance on technology legislations and

governance.

Economy – The economical factors play an important and crucial role in JOSHCO’s service

delivery, and is affected by the exchange rates and household economies to ensure that JOSHCO

can still provide services to its target markets.

27

Legal – Governance, legal and compliance play a critical aspect in maintaining a healthy

organisation, and therefore JOSHCO needs to ensure that it adheres to the required and relevant

legislations.

The governance of risk is vested to the Board of Directors (Governing Body) by the shareholder

of the organisation. In the current financial year, the JOSHCO Board continued subscribe and to

implement Principle 11 of the King IV report on Corporate Governance for South Africa 2016, as

the principle guiding the Board in managing the governance of risk which states, “The governing

body should govern the risk in a way that supports the organisation in setting and achieving its

strategic objectives”. To that effect, the strategic risk assessment for the current financial year

was undertaken in line with the recommended practices of the aforesaid principle which are as

follows:

• The governing body should assume responsibility for the governance of risk by setting the

direction for how risk should be approached and addressed in the organisation;

• The governing body should treat risk as integral to the way it makes decisions and execute

its duties;

• The governing body should evaluate and agree the nature and extent of the risks that the

organisation should be willing to take in pursuit of its strategic objectives;

• The governing body should delegate to management the responsibility to implement and

execute effective risk management.

The Board further addressed the compliance requirements of section 62(1)(c) of the Municipal

Financial Management Act (MFMA) which states that, “The Accounting Officer must ensure that,

the Municipal Entity has and maintains an effective, efficient, and transparent system of financial,

risk management and internal control”. The more clearly an organisation can state its mission and

objectives, as well understanding its strengths and capabilities, the more directly it can navigate

to identify key risk areas to develop mitigating plans. Below are the top five strategic inherent risks

that continue to face the organisation throughout its existence.

3.4 Risk Management

28

3.4.1Top Five Inherent Strategic Risks

1) Low rental revenue;

2) Inadequate capital budget allocation by the City resulting to JOSHCO not being able to

meet its business plan target of providing affordable rental and social housing units;

3) Increase in construction cost of JOSHCO projects due to international trade restrictions

4) Inadequate Customer Relationship Management

5) Poor public relation with communities

3.4.2 Continuously Emerging Risk

Emerging risks are identified throughout the financial year and risk intelligence is gathered as part

of the process of identifying meaningful risks faced by the organisational at a particular period of

the financial year. Inherent risks have been assessed and mitigation strategies have been put in

place. No other emerging risk have been identified accept that of geopolitical risk. Annexure A to

the plan is the detailed risk assessment register for the 2020/2021 financial year.

Risk Description

Inh

ere

nt

Rati

ng

Resid

ual

Rati

ng

Root Cause Impact Risk Control

Geopolitical Risk

Potential

tenants using

regional

political

structures to

secure units

without

following due

process.

• Not being able to

tenant on projects

within the set

timeline.

• Projected revenue

from affected projects

resulting loss

exposure.

• Vandalism of projects

which delays the

tenanting of qualifying

applicants.

• Insure all new projects

prior to

tenanting to prevent

delays in the

refurbishment works in

an event of vandalism.

• Engage the office of the

MMC for management of

political boundaries.

• Continue with

stakeholder engagement

29

• Negative market

perception.

and public participation

meetings.

3.4.3 COVID 19 impact and JOSHCO’s response

Historic information indicates that areas that were more severely affected by the 1918 Flu

Pandemic experienced a sharp and persistent decline in real economic activity.

Secondly, we find that early and extensive Non-Pharmaceutical Interventions (NPI) (i.e. Social

Distancing) have no adverse effect on local economic outcomes. On the contrary, cities that

intervened earlier and more aggressively experience a relative increase in real economic activity

after the pandemic.

Altogether, research findings suggest that pandemics can have substantial economic costs and

NPIs cannot only be means to lower mortality but may also have economic merits by mitigating

the adverse impact of the pandemic.

With respect to the economic effects of the pandemic, research indicates that more severely

affected areas experience a decline in manufacturing employment, manufacturing output, bank

assets, and consumer durables after 1918, relative to less severely affected areas.

It should be expected that South African entities will experience a massive reduction in value and

possible closure due to a decline in economic activity within the country. JOSHCO will not be an

exception to this phenomenon.

The outbreak of any pandemic brings with it devastating economic impact to global economies

with direct impact felt within local and regional economic hubs.

As an active participant in the global economy, South Africa experienced economic shock due to

Lock down measures that stopped all activities except those that were categorised as essential

services.

30

Beyond the Pandemic, a new business phenomenon will develop and mature to become the new

normal beyond the 21st Century

The following measures were put in place to ensure that JOSHCO operations continues

• JOSHCO has established a COVID 19 Committee that meet regularly to monitor

implementations of precautionary measures and to ensure that all regulations are followed

as and when government releases them.

• A detailed COVID 19 containment and prevention plan has been developed and is

monitored constantly by the COVID 19 Committee and Executive Committee.

• COVID 19 risk assessment was conducted and the risk register compiled. The register is

reviewed constantly.

• Different platforms such as a dedicated WhatsApp, posters, website and social media are

utilised as the communication strategy to interact with tenants/prospective tenants as a

way of limiting personal interaction.

• Tenants that lost income due to the pandemic are encouraged to apply for a rental relief

that JOSHCO has introduced to assist tenants that no longer afford to pay rent.

• Posters on precautionary measures were placed in common areas of all JOSHCO projects

in order to create awareness.

• JOSHCO Cleaners, Securities and Supervisors at projects were provided with protective

equipment.

• JOSHCO has made two of its buildings available to be utilised for quarantine and self-

isolation by the City. Affected JOSHCO tenants will also benefits to the utilisation of the

buildings as the City caters for all its citizens.

• IT infrastructure was enhanced to support remote operations i.e. laptops were procured,

and virtual private network (VPN) installed for easy access of server-based systems.

JOSHCO to continue investigating and implementing IT solutions to ensure that the

business continues efficiently and effectively.

2021 initiatives in response to COVID 19

• JOSHCO has decided to consider payment relief on a case by case basis from application

made by tenants. Communication was sent to tenants together with May 2020 statements

to contact the revenue department should they be negatively affected by COVID-19.

Considerations will be given for the following situations:

31

1. Income has been reduced.

2. Temporarily have no income.

3. Permanently lost income.

4. Business income reduced.

Based on a tenant’s financial position, relief will be given for up to 3 months to recover. Monthly

billing will continue and interest will be charged on outstanding balances. Payment arrangements

of up to 12 months will be entered into.

JOSHCO’s current 3-month collection average is R26.2 million. The impact of freezing the

payment for 3 months is presented below ranging from R2.6m at 10% up to R13m at 50%.

Impact of COVID-19 on collections

Option 1 Option 2 Option 3 Option 4 Option 5

Loss collection % 10% 20% 30% 40% 50%

Average 3 months collection Potential Lost Collections

Tenant classification R’000 R’000 R’000 R’000 R’000 R’000

Residential tenants 22,330 2,233 4,466 6,699 8,932 11,165

Commercial tenants 3,155 315 631 946 1,262 1,577

City referral projects 701 70 140 210 281 351

26,186 2,619 5,237 7,856 10,474 13,093

• No physical consultation with tenants on their accounts, only telephonically, email, SMS

and JOSHCO APP. Where necessary and if tenants have the resources, online meetings

to be scheduled.

• No physical exchange of paper for supply chain management process. All Request for

Quote (RFQ’s) and Tender documents to be issued and submitted electronically only. Site

briefings to be done online only.

32

• Automation of the unit’s application process for potential tenants to minimise personal

contact.

• The office spaces would be designed such that the ergonomics complies and promotes

social distancing.

• Additional two buildings owned by JOSHCO would be re-developed and made available

for self-isolation and quarantine purpose as part of response to COVID-19 and this will be

subject to additional budget being made available:

Rissik Street: this is an existing building owned by JOSHCO, located within the Inner

City with a potential to deliver 300 units.

Booysens Place: the building is owned by JOSHCO with a potential unit yield of 200

units to be utilized as quarantine and or isolation facility.

JOSHCO DEVELOPMENT PROGRAMME: COVID-19

Financial Year: 2020-2021

Strategic Objective: Pro-Poor Development

Projects Programme

Total Project Unit yield

Baseline: 2020/2021

Total units for the year 2020-21

Financial year budget:

20-21

38 Rissik Street

300 0 300 4 550 000

Booysen Place

200 0 200 5 000 000

SUB TOTAL 500 0 500 9 550 000

Key performance areas are outlined in the scorecard as key performance indicators which is

detailed in the organisational scored below.

The corporate scorecard has been populated in the circular 88 template which outlines the

quarterly targets and the quarterly budget as outline in table.

4. STRATEGIC RESPONSE - IMPLEMENTATION

4.1 Key Performance Areas

4.2 Corporate scorecard (as per Circular 88 planning template.)

33

The Corporate Scorecard as set out in

Table 4

34

Key Performance

Area

Key Performance

Indicator Ref No

Baseline

2018/19

2020/21

Target

Quarterly Performance

Targets 2020/21 Budget Per Projects R 000

Q1 Q2 Q3 Q4

Total budget Quarterly Budget Target Capex and Opex

Capex

(000)

Opex

(000)

Q1 Q2 Q3 Q4

Financial Sustainability

Achievement of

selected profitability

and liquidity ratios

1

Current

Ratio:

0.92:1

Current

ratio 1:1 1:1 1:1 1:1 1:1 - - - - - -

Solvency

Ratio

0.99:1

Solvency

Ratio 1:1 1:1 1:1 1:1 1:1 - - - - - -

Cost

coverage

50 days

cost

coverage

50

days

cover

age

50

days

cover

age

50

days

cover

age

50

days

cover

age

- - - - - -

% Collection in respect

of current debtors. 2

72%

collection

85%

collection

85% 85% 85% 85% N/A 23 471

5 600

5 600

5 600

6 671

35

in respect

of debtor

in respect

of debtor

Economic Development


Number of jobs created

for the unemployed

through EPWP

programme

3

301

number

of jobs

created

for the

unemploy

ed

through

EPWP

program

me

910

number of

jobs

created for

the

unemploye

d through

EPWP

programm

e

227 455 683 910 - 680 170 340 510 680

% of capex spent on

SMME 4

17% of

capex

spent on

SMMEs’

30% of

capex

spent on

SMMEs’

30% 30% 30% 30% - - - - - -

% of valid invoices paid

within 30 days of

invoice receipt

5 New KPI

100% valid

invoices

paid within

30 days of

invoice

receipt.

100%

valid

invoic

es

paid

within

30

days

100%

valid

invoic

es

paid

within

30

days

100%

valid

invoic

es

paid

within

30

days

100%

valid

invoic

es

paid

within

30

days

- - - - - -

36

of

invoic

e

receip

t.

of

invoic

e

receip

t.

of

invoic

e

receip

t.

of

invoic

e

receip

t.

Social Housing

Development

Social Housing

Development

No of Social and

affordable Housing

units developed for

under privileged

beneficiaries city wide

6

297 no of

social

housing

develope

d for the

disadvant

age

beneficiar

ies

648 no of

social

housing

developed

for the

disadvanta

ge

beneficiari

es

- - - 648 - 310 - - - 310

% Capital budget spent

on rental social housing

infrastructure.

7

95%

capital

budget

spent on

rental of

social

infrastruct

ure.

95% capital

budget

spent on

rental of

social

infrastruct

ure.

15% 50% 80% 95% - - - -

37

Climate Change

No of SMART and eco-

friendly projects. 8

New KPI

9

properties

installed

with either

pre-paid

water,

electricity

systems or

solar

panels.

-

3

projec

ts

3

projec

ts

3

projec

ts

15 000

- 15% 50% 80% 95%

2

Properties

installed

with

rainwater

systems

-

1

projec

t

1

projec

t

- 15% 50% 80% 95%

Adherence to Corporate

Governance Principles.

Unqualified audit

opinion 9

Unqualifie

d audit

opinion.

Unqualifie

d audit

opinion.

- - -

Unqua

lified

audit

opinio

n.

N/A 3 746 - - - 3 746

% Compliance to laws

and regulation 10

85%

Complian

ce to laws

95%

compliance

to laws and

regulation

95% 95% 95% 95% N/A 2 001 500 500 500 500

38

and

regulation

% implementation of

corrective action

against identified risks

11

95%

implemen

tation of

corrective

action

against

identified

risks

95%

implement

ation of

corrective

action

against

identified

risks

95% 95% 95% 95% N/A 1 101 275 275 275 275

Corporate governance

% implementation of

corrective action

against audit findings

12

100%

implemen

tation of

corrective

action

against

internal

audit

findings

100%

implement

ation of

corrective

action

against

internal

audit

findings

100% 100% 100% 100% - - - - - -

100%

implemen

tation of

corrective

action

against

100%

implement

ation of

corrective

action

against

100% 100% 100% 100% - -- - - - -

39

external

audit

findings

external

audit

findings

% Filling of vacancies

from middle

management to

Executive Management

13 New KPI

100%

Filling of

vacancies

from

middle

manageme

nt to

Executive

100%

filling

of

vacan

cies

100%

filling

of

vacan

cies

100%

filling

of

vacan

cies

100%

filling

of

vacan

cies

- - - - - -

Stakeholder Centric

% Customer satisfaction

rating.

14

66.74%

Customer

satisfactio

n rating

85%

Customer

satisfaction

rating

- - -

85%

Custo

mer

satisfa

ction

rating

- 1 200 - - - 1 200

% employee

satisfaction rating 15 New KPI

85%

employee

satisfaction

rating

- - -

85%

emplo

yee

satisfa

ction

rating

- 250 - - - 250

40

Table 4.1: Circular 88 Key Performance Indicator (Inner City Social Housing)

No National Treasury

Proposed

Indicators

Ref No 2018/19

Baseline

2020/21

Targets

Quarterly Targets Total Budget

R 000

Quarterly budget

R 000

Lead

Departm

ent/Entit

y

Q1 Q2 Q3 Q4 Capex Opex Q1 Q2 Q3 Q4

126

New subsidised

units developed in

Brownfields

developments as a

percentage of all

new subsidised

units city-wide

IC1.

297

112

-

-

-

112

R85,550

-

15%

50%

80%

95%

JOSHCO

41

Key Performance Indicator Definition Table 5

4.3 KPI Definitions

42

KP

I

N

O.

INDICAT

OR TITLE

SHORT

DEFINITION

PURPOSE /

IMPORTANC

E

EVIDENCE /

COLLECTION

OF DATA

METHOD OF

CALCULATIO

N

DATA

LIMITATI

ON

TYPE OF

INDICAT

OR

CALCULAT

ION TYPE

REPORT

ING

CYCLE

NEW

INDI

CAT

OR

DESIRE

D

PERFOR

MANCE

INDICAT

OR

RESPO

NSIBILIT

Y


Achievem

ent of

selected

profitabilit

y and

liquidity

ratios

The indicator refers

to the ability of

Johannesburg

Social Housing

Company

(JOSHCO) to meet

its financial

obligations as they

come due as well

as the ability to pay

its short-term

debts. This is

measured based

on the following 4

ratios:

- Current ratio;

- Solvency ratio;

- Remuneration to

expenditure; and

To measure

the financial

sustainability

of the

organisation

Management

account

/annual

financial

statements

Management

accounts

report

Current ratio

Current assets

divided by

current

liabilities

Solvency ratio

Total assets

divided by total

liabilities

Cost coverage

ratio

50 days cost

coverage

None Financial Current

ratio

Cumulative

Solvency

ratio

Cumulative

Cost

coverage

ratio

Non-

cumulative

Quarterly No current

ratio 1:1

solvency

ratio 1:1

50 days

cost

coverage

Chief

Financial

Officer

43

Maintenance to

expenditure.

%

Collection

of debtors

on current

billing


to the percentage

of money collected

as a percentage of

the total value

billed for rental.

This excludes

amounts that have

been written off;

and amounts owed

by tenants that no

longer occupy the

units.

To enhance

financial

sustainability

of the

organisation

through

tracking

revenue

collected

from the

tenants who

are

occupying

JOSHCO

projects.

MDA System;

List of

JOSHCO

projects;

Financial

Summary;

Final billing

report;

Tenant Age

Analysis/tenan

cy schedule;

and

Invoices or

bank

statements.

(Gross Debtors

Closing

Balance +

Billed Revenue

– Gross

Debtors

Opening

Balance – Bad

Debts Written

off)/Billed

Revenue X 100

None Financial Cumulative Quarterly No 100% Chief

Financial

Officer


Number

of jobs

created

for the

unemploy

ed

through


to the number of

jobs created

through the

Expanded Public

Works Programme

(EPWP) during the

To promote

economic

development

through job

creation and

skills transfer.

Service

provider –

Register and

Payroll

Attendance

Register/times

heet, proof of

Simple count of

jobs created as

defined.

None Output Cumulative Quarterly No 910 EM:

Corporat

e

Services

44

EPWP

programm

e

financial year

under review.

Jobs: refers to

temporary jobs

linked to projects

by JOSHCO to

develop housing

units, and through

repairs and

maintenance or in

JOSHCO offices.

payment, ID

and

employment

contract.

% of

CAPEX

spent on

SMME’s


to the capital

budget funds spent

on SMMEs against

the appropriate

capital budget for

the financial year

aggregated into a

percentage.

JOSHCO provides

financial support to

SMMEs through

sub-contracting of

SMMEs and non-

Economic

development

contribution

through

BBBEE

support

Departmental

expenditure

report;

Invoices

Percentage

(30%) of total

expenditure on

construction

invoices for the

quarter.

Unavaila

bility of

informati

on from

main

contracto

rs

Output Non-

cumulative

Quarterly No 30% EM:

Housing

Develop

ment

45

financial support

through training or

workshops for

SMMEs.

% of valid

invoices

paid

within 30

days of

invoice

receipt


to the percentage

of invoices paid

within 30 days.

To ensure

that the

organisation

complies with

payment of

service

providers

within

prescribed

time and

avoid interest

and

penalties. It

also ensures

that Small,

Medium and

Micro

Enterprises

(SMMEs)

providing

services to

Purchase

master;

Bank

statements;

Invoices

register; and

Remittance for

service

providers.

Invoices paid

within 30 days

of receipt/ total

valid invoices

received for the

same period

multiply by 100

None Quantitati

ve

Non-

cumulative

Quarterly Yes 100% Chief

Financial

Officer

46

JOSHCO are

sustainable.

Social Housing Development

No of

Social

and

affordable

Housing

units

developed

for under

privileged

beneficiari

es’ city

wide


to the number

social housing

units developed

within the financial

year to a level

where they have all

walls, doors,

windows and floor

finishes but not

connected with any

services. The units

will be developed

through JOSHCO

projects and once

completed will

accommodate

beneficiaries that

based on their

statuses qualify for

social housing or

Enhanced

quality of life

that provides

meaningful

redress

through pro-

poor

development.

Independent

professional

report on

milestone

progress; and

handover

reports from

independent

professionals

on completed

projects.

Simple count of

housing units

developed.

Break down of

brown and

green field

Evidence

not

provided

due to

projects

not being

met on

time.

Output Non-

cumulative

Annually No 648 units:

Greenfiel

d= 536

Brownfiel

d= 112

EM:

Housing

Develop

ment

47

affordable rental

units .

% Capital

budget

spent on

rental

Social

Housing

Infrastruct

ure


to the spending of

capital budget on

development of

social housing

infrastructure

The indicator

seeks to

track the

spending

pattern of

capital

budget on the

development

of social

housing

infrastructure

CAPEX

expenditure

report, and

valid Invoices

Total Capital

expenditure

(CAPEX) for

the period

divided by total

approved

CAPEX budget

multiplied by

100

None Quantitati

ve

Cumulative Quarterly No 95% EM:

Housing

Develop

ment and

Chief

Financial

Officer

Climate Change Impact

No of

smart and

eco-

friendly

project


to the number of

JOSHCO buildings

that are installed

with smart systems

such as prepaid

meters and are

contributing to eco-

friendly

environment

through installation

of solar panels.

Contribute

towards

addressing

climate

change

impact

Departmental

report on the

installation or

upgrade of

prepaid

meters, solar

system or

rainwater

harvest

system

Simple count of

prepaid water

and electricity

meters or

solars installed.

Simple count of

water harvest

systems

installed.

none Output Non-

cumulative

Quarterly Yes 9

propertie

s

installed

with

either

pre-paid

water,

electricity

systems

EM:

Housing

Develop

ment

48

JOSHCO intends

to have smart

buildings that

contribute towards

addressing climate

change challenge

or solar

panels.

2

propertie

s

installed

with solar

panel

Corporate Governance

Unqualifie

d audit

opinion

This indicator

refers to

achievement of

unqualified audit

opinion by an

independent

auditor (AGSA). An

unqualified audit

opinion refers to an

independent audit

judgement that the

company’s

financial

statements are

fairly and

appropriately

Improve the

control

environment

of the

organisation

JOSHCO’s

integrated

annual reports

and Auditor

General final

report.

Simple read of

the AG report

No

specific

limitation

Output Non-

cumulative

Annually Yes Unqualifi

ed audit

opinion

Chief

Financial

Officer

49

presented, without

any exceptions and

in compliance with

accounting

standards

%

implement

ation of

corrective

action

against

identified

risks


to monitoring of

mitigation actions

identified to

address strategic

risks. The aim is to

effectively manage

business risk to

ensure that the

risks facing the

organisation do not

negatively affect

the business

objectives of the

organization

Improve the

control

environment

of the

organisation.

Strategic Risk

Register, and

approved risk

report

submitted to

Group Risk

Number of

actions to

improve

implemented/n

umber of

actions planned

for

implementation

No

specific

limitation

s

Output Cumulative Quarterly No 95% EM:

Business

Planning

and

Strategy;

and

All EMs

%

Implemen

tation of

corrective

action

against


to the closing of

internal audit

findings that are

due for

implementation. It

Improve the

control

environment

of the

organisation.

Internal audit

tracking

reports

submitted to

Executive

Committee

Number of

actions to

improve

implemented

and verified by

Internal audit

No

specific

limitation

Output Non-

cumulative


Business

Planning

and

Strategy’

and

50

Internal

audit

findings

seeks to ensure

that audit findings

are addressed to

minimise or

mitigate

weaknesses within

the controlled

environment

(EXCO) as

well as the

Audit and Risk

Committee.

Internal audit

reports

/total number of

actions due for

implementation

multiply by 100

All EMs

%

implement

ation of

corrective

action

against

external

audit

findings


to the closing of

external audit

findings that are

due for

implementation

and are verified by

internal audit. It

seeks to ensure

that audit findings

are addressed to

minimise or

mitigate

weaknesses within

the controlled

environment

Improve the

control

environment

of the

organisation.

Audit tracking

reports

submitted to

Executive

Committee

(EXCO) as

well as the

Audit and Risk

Committee

Number of

actions to

improve

implemented

and verified by

Internal audit

/total number of

actions due for

implementation

multiply by 100

No

specific

limitation

Output Non-

cumulative


Business

Planning

and

Strategy’

and

All EMs

51

%

Complian

ce to laws

and

regulation


to tracking of the

extent to which

JOSHCO complies

with the laws and

regulations that are

relevant to the

organisation.

As a Municipal-

owned Entity

(MoE) JOSHCO

has aligned its

compliance

function with that of

the City of

Johannesburg

(CoJ)

Metropolitan’s

Group Compliance

and Advisory

Services

Compliance

Framework for

purposes of

integrated reporting

and monitoring

Improve the

control

environment

of the

organisation.

Questionnaire

s supported by

evidence and

Exclaim

Compliance

Universe

Toolkit

generated

Reports

Number of

legislations with

100%

compliance/

total number of

Acts assessed

multiply by 100

None

submissi

on by

business

units

responsi

ble for

impleme

ntation of

the Acts

monitore

d for

complian

ce.

Output Non-

cumulative


Planning

&

Strategy

52

compliance risks

on a holistic level.

Customer Centric

%

customer

satisfactio

n rating


to the rating (%)

provided by

JOSHCO clients to

measure

satisfaction levels

of the services

provided by

JOSHCO.

Meet the

service level

standards

with the CoJ.

Improve

customer

satisfaction

levels.

Survey

conducted by

service

provider;

Customer

satisfaction

survey report;

and

Questionnaire

s or survey

instruments

Mean average

scoring of the

population

studied

Unavaila

bility of

customer

s, lack of

cooperati

on by

customer

Output Non-

Cumulative

Annually No 85% EM:

Housing

Manage

ment

Human Resources

%employ

ee

satisfactio

n rating


to the rating (%)

provided by

JOSHCO

employees to

measure

satisfaction levels

of the working

condition and

Inculcate the

culture that

enables high

performance

Survey

conducted by

service

provider;

employee

satisfaction

survey report;

and

Mean average

scoring of the

population

studied

Incomple

te

question

naires

that will

be

deemed

invalid

Output Non-

Cumulative

Annually Yes 85% EM:

Corporat

e

Services

53

support provided

by management

Questionnaire

s or survey

instruments

% Filling

of

vacancies

from

middle

managem

ent to

Executive

Managem

ent


to the filling of

critical positions

within 90 working

day of becoming

vacant to ensure

high performance

in the organisation

Inculcate the

culture that

enables high

performance

Approved

organizational

structure,

advertisement

and

appointment

report

Simple count of

number of days

it took to fill the

position

None Output Non-

cumulative

Quarterly Yes Filling of

manage

ment

positions

within 90

working

days

EM:

Corporat

e

Services

54

4.4 Service Standards Charter

Core Service Service Level Standard Target

Billing of customers 98% accurate bills of all active customers.

Attending to requests for

maintenance

96 % of maintenance requests attended within 7 working days

of the logged call.

Routine building

maintenance Once per year and as when required.

Application of rental housing Outcome of enquiry to be sent to application within 5 days.

Application of rental housing Outcome of the application communicated within 7 days.

Resolution of complaints

Acknowledgement and response within 24 hours of complaint

being logged.

Resolution of complaints Resolution within 5 working days of logged call.

JOSHCO is a customer focused organisation and takes service delivery with pride as part of its

priority to customer need(s) satisfaction. The above table represents the customer focused

service standards targets that the organisation will aim to achieve in order to achieve its customer

satisfaction survey target and continue to deliver service with pride. The above standards are

agreed upon through a service level agreement that JOSHCO has signed with the Shareholder.

Monitoring and evaluation are different yet complementary.

Monitoring is an on-going systematic process of collecting, analysing and using information to

track programmes progress toward reaching its pre-determined objectives and targets. This is

achieved through reporting on actual performance against the planned targets. Monitoring is

conducted after a programme has begun and continues throughout the programme

implementation period. It also provides internal and external stakeholders (management,

shareholders, beneficiaries, implementers etc.) feedback about the progress of a project.

4.5 Performance Monitoring, Evaluation and Reporting

55

Furthermore, through monitoring, the organisation can identify problems which might hinder

achievement of pre-determined objectives and targets and it also guides management to make

informed decisions.

Evaluation, on the other hand, is time-bound and periodic process that involve systematic

collection and objective analysis of evidence on public policies, programmes, projects, functions

and organisations to assess issues such as relevance, performance (effectiveness and

efficiency), value for money, impact and sustainability and recommend ways forward. It gives

information about why the project is or is not achieving its targets and objectives. Evaluation can

be undertaken for the following four primary purposes:

• improving performance (evaluation for learning);

• evaluation for improving accountability;

• evaluation for generating knowledge (for research) about what works and what does not

and;

• Improving decision-making.

LEGISLATION AND POLICY

The mandate for the establishment of an M&E framework derives from internal and external

legislative and policy imperatives. The legislation listed below inspired the M&E framework.

✓ The Constitution of the Republic of South Africa that requires transparency, accountability

and the promotion of good governance;

✓ Government Wide Monitoring and Evaluation Policy Framework;

✓ National Treasury Framework for Programme Performance Information Management;

✓ National Evaluation Policy Framework, 2011;

✓ Promotion of Access to Information Act, No. 2 of 2000 (Sections 11 and 15 (1)(b));

✓ National Archives of South Africa Act, No 43 of 1996 (Section 3);

✓ Statistics Act, No 6 of 1999 (Section 2);

✓ Public Finance Management Act, 1999 (Sections 2, 38 and 40(f)); and

✓ Municipal Finance Management Act,

JOSHCO PERFORMANCE MONITORING, EVALUATION AND REPORTING PROCESSES

56

Monitoring Process

Throughout spheres of government, the performance information reported in accountability

documents enables Parliament, provincial legislatures, municipal councils and the public to track

government performance, and to hold it accountable. Performance information is also made

available to managers at each stage of the planning, budgeting and reporting cycle so that they

can adopt a results-based approach to managing service delivery. This approach emphasises

planning and managing with a focus on desired results and managing inputs and activities to

achieve these results. Performance information is structured to demonstrate clearly how JOSHCO

uses available resources to deliver on its mandate.

Evaluation Process

JOSHCO’s evaluation process is intended to improve decision making, improve performance and

accountability. Key programmes such as EPWP are identified for evaluation of its long-term

impact.

Reporting Process

The National Treasury has developed two monitoring and reporting systems to integrate planning

with budgeting systems that cater for financial and nonfinancial information. In-year

implementation and monitoring of service delivery and the budget is conducted through the

quarterly performance reports and the monthly financial reports respectively. End year reporting

constitutes reporting on outputs against pre-determined targets and reporting on annual financial

statements. The City of Johannesburg performance reporting framework that provides guidelines

across city departments and entities is aligned to the National Treasury one.

In-year monitoring reports

In year monitoring of JOSHCO’s performance will be done through quarterly performance reports

and monthly expenditure reports as entranced in section 71 and 72 of the MFMA. The quarterly

performance reports provide progress on the implementation of the institutions’ annual

performance plan with emphasis on monitoring delivery against planned quarterly targets.

Monthly expenditure reports are used to monitor actual spending against planned spending.

These reports are also used to alert managers where remedial action is required in-year, based

on both financial and nonfinancial information. Value for money is an important objective in

budgeting. In support of this, quarterly performance targets are compared to actual expenditure

in an effort to link service delivery with spending data.

57

Annual reports

The annual report process is guided by section 121 of the MFMA, MFMA circular 63 and the

international Reporting Framework that has been adopted by the City. The annual report is the

ultimate accountability document in JOSHCO. It is linked to the implementation of the annual

performance plan and the budget. It focuses on the institution’s performance relative to the targets

set in the annual performance plan and also indicates how the budget was implemented in

accordance with the service delivery outputs. The relationship and alignment of the planning,

budgeting, reporting, monitoring and evaluation documents is made possible through appropriate

budget programme structures. Budget programme structures provide the key link between our

objectives and its detailed operational budgets. The budget programme structure at our disposal

provides a stable platform, linking successive plans and strategic priorities to budget allocations

and performance indicators that track delivery over the medium to long term.

The capital budget funding is attained from the City based on the number of affordable rental units

to be developed in a financial year. Another source of funding is attained through application of

capital funding from SHRA as part of the achievement of the organisational rental stock growth

projections. The organisation projected operational budget is based on the number of social

housing and affordable rental units under its current management. Rent collected is allocated to

all operational expenditure items in order to ensure continued and efficient operations.

The principle pertaining to the implementation of the business plan is centered on accountability

and transparency, efficiency and effectiveness, commitment, time consciousness, prudent

financial management and coordination and collaboration with other departments.

5. FINANCIAL IMPACT

5.1 Budget and Sources of Funding

5.2 Operational Expenditure

58

Table 7: The Finance Department is guided by the following 4 Strategic Objectives: -

Strategic objective Key Performance Indicators

1. Capital Project Management 1.1 95% Expenditure spent on development

programme.

2. Disciplined Expenditure management 2.1 Achievement of selected profitability and liquidity

ratios.

3. Optimal Revenue Collection 3.1 95% Collection of debtors in respect of rental.

3.2 10% Collection of historical debt

4. Enhanced corporate governance, through

100% compliance with financial risk and

performance management guidelines.

4.1 Unqualified audit.

Strategic Framework

Table 8: The Strategic Framework of the Finance Department is Summarised in the Table below.

Focus areas Goals Strategies Outcomes

1. Successfully

monitor and

evaluate the

operational

budget

1.1 To ensure that the

operational

budget is

between 0% -3%

under budget.

Conduct Monitoring &

Evaluation on the

management accounts

and minimise

Operational cost

▪ An effective M &E

system in place and

operational.

▪ Proper controls and

ops manual

1.2 To spend 95% -

100% of capital

expenditure

▪ Develop an

effective

relationship with

stakeholders (COJ,

Housing

Development etc.)

▪ Invoices to be

directly submitted

to SCM for

capturing

▪ Making sure that

suppliers are paid

within 30 Days

Reduce turnaround time

to maximum of 5 days for

CAPEX claims.

59


1.3 To encourage all

internal

stakeholders on

cost savings

▪ To request only

needed products

e.g. Tools of trade

▪ Internalize M&E

amongst

JOSHCO’s

Department

▪ Ability to monitor and

evaluate and manage

cash flow.

▪ Cooperation in

reducing cost from all

departments

2. Effectively

manage human,

financial and

physical

resources

2.1 To ensure

adherence to all

SCM regulations

in the awarding of

tenders

Consult relevant

stakeholders

Policies and procedures

to guide staff and

management in place.

2.2 To develop and

implement

required policies

and procedures

▪ Review and modify

existing policies

▪ Disseminate

policies to other

departments

▪ Monitor the

implementation of

policies

Human, financial and

physical resources

effectively utilised.

3. Sustainability of

JOSHCO and its

operations

3.1 To effectively

collect 95% of

billed revenue

▪ Target specific

projects for

collection as

special project

▪ Place speed point

in all projects.

▪ Drive & prioritise

the Debit Order

initiative and

deduction forms for

MOE’s and set it as

a prerequisite for

new application.

▪ Strengthen internal

Controls and

maximise

performance.

▪ Programs that ensure

sustainability of

JOSHCO at all levels

developed and

implemented.

60


3.2 Revenue Drive

for Non-

performing

projects

▪ Empower

communities with

education

workshops and

sign Debit order

forms.

▪ Minimise the

accounts for legal

handover

▪ Identify all 60 days

arrear accounts

and refer them to

housing tribunal for

mediation

▪ Provide both

technical and

financial support at

all levels.

▪ All overdue

accounts to be

converted to debit

order.

Sustainability policies and

plans developed.

3.3 To clean current

database

▪ Identify terminated

accounts and

remove them from

the books.

▪ Monitor active &

non-billing

accounts.

▪ Work on each

project with specific

strategy depending

on its challenges

Complete and accurate

financial records to avoid

adverse audit outcomes

in revenue management.

61


3.4 To reduce the

large debt book

▪ Outsource debt of

120 days and more

to debt collectors.

Reduction of the debt

book.

4. Implementation

of an integrated

system that

enables efficient

cash flow

management

4.1 To improve

turnaround time

for cash flow

management

(CAPEX)

▪ Promote improved

movement of

invoices from the

departments to

finance then to

COJ.

▪ Provide training on

the audit process to

other department

heads

Proper financial records

are kept and traceable for

further relationship

improvement.

4.2 To facilitate and

coordinate the

initiation of capital

projects

▪ Update contract

register for

awarded contracts.

▪ To ensure that all

SCM regulation are

adhered to in the

awarding of

contracts.

Proper controls are in

place.

5. Effectively collect

billed revenue

5.1 To deal with old

overdue

accounts

▪ Conduct rapid

assessment on

issues affecting

payment and flag

them.

▪ Facilitated

meetings with

portfolio managers,

residents, and ward

councillors as part

of a tenant

education

programme

▪ Increased

participation of all

tenants in paying their

rent

▪ Crosscutting issues

successfully

mainstreamed in all

projects.

▪ Increased knowledge

about Social Housing

among beneficiaries.

▪ .

62


▪ ▪ Increased number of

collections growing at

least in 2 different

projects.

5.2 To mitigate the

impact of non-

payment on new

projects

▪ Re-visit vetting

process criteria and

work towards the

ownership of the

process

▪ Target specific

projects.

▪ Do end date audit

on the system to

make early alerts.

▪ Promote close

collaboration with

other MOE’s

Increased revenue

collection.

6. Mitigations of the

operational risks

6.1 To implement

the action plans

as per risk

register.

▪ To review the

register monthly

▪ To ensure

compliance with

MFMA and SCM

regulations

▪ Good governance and

improvement in audit

outcomes.

6.2 To promote Risk

Reduction (RR)

▪ Mainstream RR

principles in all

programs

▪ Increased knowledge

and practices among

staff and communities

63


strategies in all

programs

▪ Promote RR

strategies

on non-payment risk

reduction.

7. Prepare and

effectively

respond to

material control

deficiencies

7.1 To ensure

access to up to

date information

on previous audit

findings.

Strengthen linkages to

department

Increased awareness of

approaching audits

7.2 To ensure

availability of

contingency

plans and

resources for

effective

response to audit

issues.

Assign a task force to

investigate options and

draft a plan on how to

ensure the availability

of contingent plans.

Increased capacity to

respond to mitigation

issues as and when

raised by auditors or AG

The framework is guided by the following key principles:

Accountability and

transparency

The finance department will conduct itself with transparency,

mutual accountability, openness and honesty, recognising these

values as fundamental preconditions for the growth of our

relationships with all stakeholders.

Efficiency and

effectiveness

The finance department will implement all activities and programs

in an efficient and effective manner.

Commitment The finance department will be fully committed in serving the

target communities and departments.

Time consciousness A monitoring and evaluation system will be put in place to ensure

that all programs and activities will be paid out in a timely manner.

The Principle of the

Common Good

The common good entails that the sum of social conditions which

allow people, either as groups or as individuals, to reach fulfilment

more fully and easily, be made readily available and accessible.

Prudent financial

management

The finance department will exercise prudent financial

management practices in all programs and activities.

64

Coordination and

collaboration with other

departments

The finance department will work with other departments

whenever possible to bring in expertise for effective

implementation of projects and mainstreaming of crosscutting

issues.

5.2.1 Financial Impact


JOSHCO is fast growing which is evident from the increasing number of take on units from

housing development to housing management and the phase-in human resources strategy to

insource JOSHCO’s key competencies of delivering service i.e.; security, cleaners, gardeners

and general maintenance labourers. Financial sustainability is key to achieve the strategic

imperatives of the organisation and the Shareholder. JOSHCO is however in a space that is

directly impacted by the harsh economic conditions of the country. Rental collections are steadily

lagging and the gap between expenses and income is widening. JOSHCO has embarked on the

following strategies to reduce the loss and maintain its financial sustainability.

▪ Revenue drives which involve all departments at JOSHCO in particular revenue and housing

management.

▪ Managing expenditures closely – cost containment measures

▪ Handover of tenants to the Local Magistrates Courts for Emolument Attachment or Garnishee

Orders

▪ Refer the defaulting tenants to the Housing Tribunal Court for mediation (this is a free service)

▪ CoJ employee area account balances collected through Garnishee Orders

▪ Regularise illegal tenanting

▪ Relocate unqualifying tenants to TEA projects

▪ Educate tenants about Social Housing through the stakeholder engagement program and;

▪ Installation of biometric system throughout all projects.

▪ Alternative revenue sources through student accommodation and outdoor advertisement

▪ Generate revenue work executed on behalf of other City departments and entities

65

Balance Sheet Optimisation

All projects that are managed by JOSHCO are capitalised in the City’s balance sheet. JOSHCO

would be engaging the City in order to persuade them to transfer the JOSHCO managed property

portfolio to the entity. This would enable JOSHCO to improve its current and solvency ratios.

Budget for 2020/21 Financial Year

Table 9: The table below reflects the revised budget for 2019/20 financial year and the proposed

budget for the medium term for 2020/21 - 2022/23:

Current

Budget

Medium Term Revenue and Expenditure Budget: 2020/21 - 2022/23

Description Adjusted

Budget

Tabled

Budget

Adjust

-

ment

Adjuste

d

Budget

Tabled

Budget

Adjust

-

ment

Adjuste

d

Budget

Tabled

Budget

Adjust

-

ment

Adjuste

d

Budget

2019/20 2020/21 2020/21 2021/22 2021/22 2022/23 2022/23

R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000

REVENUE

Service charges - water

revenue

667 707 707 744 744 781

Rental of facilities and

equipment

146,990 168,867 168,867 177,648 177,648 186,530 186,530

Interest earned -

outstanding debtors

1,555 1,648 1,648 1,734 1,734 1,821 1,821

Agency services 12,103 12,829 12,829 13,496 13,496 14,171 14,171

Other Revenue 2,413 2,081 332 2,413 2,113 323 2,436 2,462 2,462

DIRECT REVENUE 168,728 186,132 332 186,484 195,735 323 196,058 205,765 - 205,765

Internal Transfers

Interest Income

(Sweeping Account)

8,232 8,718 8,718 9,171 9,171 9,630 9,630

Operating Grants &

Subsidies from (COJ)

20,567 24,355 - 24,355 25,745 - 25,745 27,032 - 27,032

Total Internal Transfers 28,799 33,073 - 33,073 34,916 - 34,916 36,662 - 36,662

TOTAL REVENUE 192,527 219,205 332 219,537 230,651 323 230,974 242,427 - 242,427

EXPENDITURE BY

TYPE

Employee related costs 61,724 65,860 4,574 70,434 70,273 4,599 74,872 79,590 - 79,590

Debt impairment 23,008 12,670 1,541 14,211 13,829 1,550 14,879 15,623 - 15,623

Depreciation & asset

impairment

1,350 1,430 - 1,430 1,504 - 1,504 1,579 - 1,579

Repairs and

maintenance

40,506 80,699 (34,10

8)

46,591 84,895 (36,11

4)

48,781 51,220 - 51,220

66

Current

Budget

Medium Term Revenue and Expenditure Budget: 2020/21 - 2022/23

Description Adjusted

Budget

Tabled

Budget

Adjust

-

ment

Adjuste

d

Budget

Tabled

Budget

Adjust

-

ment

Adjuste

d

Budget

Tabled

Budget

Adjust

-

ment

Adjuste

d

Budget

2019/20 2020/21 2020/21 2021/22 2021/22 2022/23 2022/23

R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000

Finance charges 1,450 1,536 - 1,536 1,616 - 1,616 1,697 - 1,697

Contracted services - 1,226 (1,226) - 1,290 (1,290

)

- - - -

Other expenditure 34,299

DIRECT

EXPENDITURE

162,337 200,196 (29,21

9)

170,977 211,594 (31,25

5)

180,339 190,331 - 190,331

Internal Transfers

Internal charges (ME's) 30,190 17,409 29,551 46,960 18,315 31,578 49,893 51,354 - 51,354

Total Internal

Transfers

30,190 17,409 29,551 46,960 18,315 31,578 49,893 51,354 - 51,354

TOTAL

EXPENDITURE

192,527 217,605 332 217,937 229,909 323 230,232 241,685 - 241,685

OPERATING

SURPLUS / (DEFICIT)

- 1,600 - 1,600 742 - 742 742 - 742

Table 10: Operational Capital Budget for 2020/21 Financial Year

Expenditure Budget 2020/21 Budget 2021/22 Budget 2022/23

Computers 350,000 400,000 450,000

Furniture 500,000 200,000 250,000

Revenue

JOSHCO’s main revenue items are as follows:

▪ Rental of facilities and equipment;

▪ Agency services; and

▪ Grants and subsidies.

The take-on delivery of unit’s programme by housing development to housing management will

result in the delivery of 1550 units. Rental income will thus increase by 15% to R168,867 million.

67

The operational subsidy from the Shareholder has also increased by 18,4% to R24,355 million.

JOSHCO earns 3% management fee for agency services in respect of the development of

projects and this is derived from the development programme. Revenue would be maximised

through selling of advertising space on certain JOSHCO projects especially in the inner city and

through letting of commercial space of the ground floor of all new Inner-City projects.

Despite the current economic conditions, revenue collection remains a strategic imperative for the

organisation and as such debt impairment has been maintained conservatively for the medium

term with a slight increase due to continuing declining collection levels. Revenue collection

strategies inclusive of encouraging tenants to switch over to the debit order system and paying

the accounts through Easy pay at most retail outlets have been put in place.

Expenditure

The financial planning for the year ahead, takes into consideration the following:

- Insourcing of security, cleaners and gardeners

• Employee related costs: Increase by 14.1% to R70,434 million

Employee related cost is an enabler. The budget increase has been prepared on the following

basis of filling of key positions in the new organisational structure. The increase in insourcing of

key competency staff cost is higher than the reduction of repairs maintenance cost, as the amount

includes benefits like pensions, etc.

• Repairs and maintenance: Reduction due to insourcing of cleaners and gardeners whose

costs are now included under internal charges.

• General expenses: General expenses are also an enabler. Although JOSHCO strives to

undertake its business through economies of scale, for the current financial year (2020/21) it

has increased.

The organisation has identified the need to improve its planning, delivery and organisation

capabilities to become a leading and best practice developer of good quality, innovative and cost-

5.3 Capital Expenditure

68

effective properties that contributes towards the creation of sustainable human settlements.

Moreover, to enhanced quality of life of JOSHCO’s target market. The achievement of the

abovementioned key performance areas can be realised through strong adherence to the housing

departments value chain as depicted in the figure below: -

Picture 2

Mix Housing Options and Capital Management

The table below reflects a detailed project plan i.e. number of Social Housing Units to be

developed and number of Inner-City projects to be upgraded for the 3 three financial years, and

the budget for each project. See Annexure B for details.

69

Financial Year: 2020/21

Table 12: Capital Expenditure Budget for the 2020/2021 Financial Year

JOSHCO SOCIAL HOUSING DEVELOPMENT PROGRAMME: 2020/21


Projects Programme


Baseline: 2020/202

1

Total units

for the year 2020-

21


20-21

Economic Hub Zones in Region C and B.

Randburg Social Housing

Greenfields

650 0 73 40,442,000

Princess Plot Social Housing

333 0 70 40,000,000

Roodepoort Phase 2 92 0 92 20,000,000

Nancefield Station 372 0 30 18,000,000

SUB TOTAL 1447 0 265 118,442,000

Suburban Acquisitions and Inner City projects completions.

200 0 0 16,000,000

Abel Street 275 0 0 10,000,000

Casa Mia 80 0 0 5,000,000

Plein Street 344 232 112 10,000,000

Claim Street 80 0 0 5,000,000

JOSHCO BUILDING 0 0 0 30,000,000

38 Rissik Street 300 0 0 4,550,000

Booysen Place 250 0 0 5,000,000

SUB TOTAL 1529 232 112 85,550,000

Turn-Keys Developments: Greenfields. Region A,B, D & G

Lufherheng Social Housing

Greenfields

407 0 56 31,000,000

Golden Highway Social Housing

333 333 60 33,000,000

Special Projects Programme

0 0 0 24,058,000

Turn-Key 1: Region A

350 0 47 25,950,000

Turn-Key 2: Region B

500 0 36 20,000,000

Turn-Key 3: Region D

400 0 36 20,000,000

Turn-Key 4: Region G

550 0 36 20,000,000

SUB-TOTAL 2540 333 271 R174,008,000

GRAND TOTAL

5516 565 648 R378,000,000

70


Table 13: Capital Expenditure Budget for the Year 2021/2022


Projects Programme


Baseline:

2020/2021

Total units

for the year 2021-

22


21-22



Greenfields

650 73 90 50,000,000


333 70 45 25,000,000

Roodepoort Phase 2

92 92 30 17,000,000

Nancefield Station

372 30 64 35,000,000

SUB TOTAL 1447 265 229 127,000,000

Suburban Acquisitions and Inner City.

200 0 40 32,000,000

Auckland Park 300 0 20 15,000,000

Casa Mia 80 0 50 20,000,000

Smit Street 264 0 60 25,000,000

38 Rissik Street 300 100 20,000,000

Booysen Place 250 0 50 35,000,000

SUB TOTAL

1394 0 320 147,000,000



Greenfields

407 56 100 40,000,000

Golden Highway Social Housing

333 60 103 42,000,000

Malboro Social Housing

550 0 20 14,750,000


350 47 70 42,500,000


500 36 50 32,500,000


400 36 40 24,500,000


550 36 60 35,650,000

SUB-TOTAL

3090 271 443 R231,900,000

GRAND TOTAL

5931 536 992 R505,900,000

71


Table 14: Capital Expenditure Budget for the Year 2022/23

JOSHCO SOCIAL HOUSING DEVELOPMENT PROGRAMME: 2022/23


Projects Programme


Baseline: 2020/2021

Total units for the

year 2020-

21


20-23



Greenfields

650 90 105 35,000,000


333 45 100 35,000,000

Nancefield Station

372 64 100 35,000,000

SUB TOTAL 1355 199 305 105,000,000

Casa Mia

80 156 24 35,000,000

Ackland Park Social Housing

300 20 10 8,000,000

Smit Street 264 163 101 30,000,000

38 Rissik Street 300 100 100 25,700,000

Booysen Place 250 50 40 73,790,000

SUB TOTAL 1194 489 275 172,490,000



Greenfields

407 56 140 30,000,000

Golden Highway Social Housing (Devland)

333 333 100 35,000,000

Malboro Social Housing

550 20 20 25,500,000


350 70 120 30,000,000


500 50 100 32,700,000


400 40 120 30,000,000


550 60 100 41,000,000

SUB-TOTAL 3090 629 700 R224,200,000

GRAND TOTAL

5639 1317 1280 R501,690,000

72

Board

Executive

Manager: Housing

Development (X1)

Chief Executive

Officer (X1)

Executive Manager:

Corporate Services

(X1)

Company Secretary

(X1)

Chief Operations

Officer (X1)

Executive Manager:

Housing

Management (X1)

Executive Manager:

Planning and Strategy

(X1)

Filled

Vacant

Chief Financial

Officer (X1)

Manager: Internal

Audit (X1)

Internal Auditors

(X4)

Administrator

(X1)

Independent Audit

Committee

6. MANAGEMENT AND ORGANISATIONAL STRUCTURES

6.1 Organisation Structure

73

OFFICE OF THE CHIEF EXECUTIVE OFFICER

Chief Executive Officer

Manager: IT

(X1) SPMO (X3)

IT Technician

(X3) (1 vacant) Social Facilitator (X4)

Chief Operations Officer

Manager: Legal

Services and

Compliance (X1)

Manager:

Stakeholder

Relations (X1)

Legal Officer

(X1)

Compliance

and Ethics

Officer (X1)

Webmaster (X1)

Manager: TEA

(X1)

Social Worker

(X2)

Property

Supervisor (X4)

Executive Assistant

(X1)

74

OFFICE OF THE COMPANY SECRETARY

Committee

Coordinator

(X2)

Chief Executive

Officer

Company Secretary

Administrator

(X1)

75

PLANNING AND STRATEGY DEPARTMENT

Executive Manager:


Risk Manager

(X1)

Senior Manager:

Business Planning

and Risk (X1)


Organizational

Performance

Management/Monitoring

and Evaluation Specialist

(X2) (1 vacant)

Executive

Assistant (X1)

Risk Officer (X1)

76

CORPORATE SERVICES DEPARTMENT


Executive Manager:

Corporate Services

Human Resources

Manager:

Administration and

Employee Relations (X1)

Human Resources

Manager: Human Capital

Management (X1)

Manager: Office

Administration (X1)

HR Officer (X2)

Learning and

Development

Specialist (X1)

HR Officer (X2)

1 Vacant

Office Attendants

(X4)

Receptionist (X2)

Executive

Assistant (X1)

OHS Officer (X1)

Driver/Messenger

(X2) (1 vacant)

Administrator /

Records Officer (X1)

Manager: Customer

Care (X1)

Customer Care

Officer (X1)

Call Centre

Agents (X4)

Manager:

Communications (X1)

Communications

Officer (X1)

Security Manager

77

HOUSING MANAGEMENT DEPARTMENT

Executive Manager:

Housing

Management

Chief Executive

Officer

Manager: Rental

Applications (X1)

Manager: Allocations

and Tenant

Management (X1)

Manager:

Portfolio

Management (X6)

(2 vacant)

Manager: Community

Development (X1)

Property

Supervisor (X40)

Applications

Administrator

(X10)

Allocations

and Tenant

Management

Officer (X8)

Community

Development Officer

(X2)

General Worker

(350)

Data

Capturer (X2)

Executive

Assistant (X1) Records Manager

(X1)

Data Capturer

(X1)

Manager:

Maintenance (X1)

Maintenance

Officer (X4)

Maintenance

Worker (15)

78

HOUSING DEVELOPMENT DEPARTMENT

6

Chief Executive

Officer

Quantity

Surveyor (X1)

Town Planner

(X1)

Executive Manager:

Housing

Development

Project Officer

(X1)

Programme Manager:

Planning (X1)

Programme

Manager:

Implementation (X1)

Project Manager

(X4)

Quality Assurance

Officer (X1)

Technical

Maintenance

Specialist (X1)

Executive

Assistant (X1)

Programme

Manager: Inner

City

79

FINANCE DEPARTMENT

Chief Financial

Officer

Chief Executive

Officer

Manager: Financial

Management (X1) Senior Manager:

Supply Chain

Management (X1)

Manager: Revenue

Management (X2) (1

vacant)

Bookkeeper

(X2)

Supply Chain

Management

Officer (X4)

Credit

Controller

(X30)

Billing Clerks

(X6) (5

vacant) Bookkeeper

(X2) (1 vacant)

Officer: Stores and

Administrator (X1)

Accountant:

Expenditure

Management

(X1)

Accountant:

Budget

Planning and

Reporting

(X1)

Executive Assistant

(X1)

Accountant: Asset

Management (X1)

Asset Clerk

(X1)

Manager: Supply

Chain (X1)

80

Board

Executive

Manager: Housing

Development (X1)

Chief Executive

Officer (X1)

Executive Manager:

Corporate Services

(X1)

Company Secretary

(X1)

Executive Manager:

Housing

Management (X1)

Executive Manager:


(X1)

Chief Financial

Officer (X1)

6.2 Management Team

81

Capacity analysis was undertaken based on previous financial year organisational performance

and in consideration of the performance audit findings as raised mostly by internal audit. The

analysis pointed out the need to capacitate the organisation with further requisite skilled and

competent staff in order to achieve better control environment and performance results. The table

below depicts the requisite capacity to manage the performance risk.

Table 14: Proposed Position to be filled in the next 3 Financial Years.

Business Unit Proposed Position Financial

Year 2020

Financial

Year

2021

Financial

Year 2022

Financial

Year 2023

Business

Planning

Internal Auditors x2

x2

PA to Business Planning EM x1

CEOs office Legal Manager x1

Legal Advisor x1 x1

Business Manager at the CEOs

office

x1

IT Manager x1

Project Manager x1

Snr Project Manager x1

Corporate

Services

Customer agents (call centre)

x4

Enterprise dev specialist

(Enterprise Dev)

x1

Facilities and Security Manager x1

Facilities and Security

Operations Manager

x1 x1

Records Manager

x1

Security Supervisors x4 x2 x1

HR L&D specialist x1

HR officer (IR specialist)

x1

HR Officer (OD specialist)

x1

Finance Finance Manager x1

6.3 Capacity Analyses

82

Business Unit Proposed Position Financial

Year 2020

Financial

Year

2021

Financial

Year 2022

Financial

Year 2023

Snr SCM manager

x1

Housing

Development

Architects (or professional

team) (Skills Dev programme)

Housing

Management

Leasing admin x4 x3 x1

Housing supervisor x3

Maintenance team x4

Ops coordinator Housing

management

x1

Portfolio Manager _ Housing

Management

x1

Total 25 10 6

6.4 Employment Equity

Employment Equity Profile G/

Total

Occupational

Level

Male Female Foreign

Nat. F M

A

(39

%)

C I

W

(8%

)

A

(39

%)

C I

W

(8%) F M

50

% 50% (1,5%

)

(1,

5%

)

(1,5

%)

(1,

5%)

Top Management 1 0 0 0 1 0 0 0 0 0 1 1 2

Senior

Management 1 0 0 0 3 0 0 0 0 0 3 1 4

Professionally

Qualified / Middle

Management

12 0 0 3 6 0 1 0 6 1 13 16 29

83

Skilled

Technically and

Academically

Qualified

40 2 0 0 31 20 1 1 1 0 40 41 81

Semi-Skilled 5 0 0 0 8 5 0 0 0 0 8 5 13

Unskilled 0 0 0 0 4 0 0 0 0 0 4 0 4

Total 59 2 0 3 52 25 2 1 7 1 84 69 153

JOSHCO’s Integrated Communication, Marketing and Stakeholder Management Strategy is an

implementation guide, reflecting JOSHCO’s programmes aimed at ensuring that all JOSHCO

stakeholders are informed and involved in driving the company’s strategic agenda as set out in

the Business Plan and the City’s IDP. It is thus important for the functionality of the organisation

to:

Identify key stakeholders;

Define communication parameters and needs;

Design key messages,

Choosing communication channels and

Compile implementation methods

JOSHCO stakeholders are specific people, groups or organisations that could impact or be

impacted by JOSHCO operations, projects and programmes. It is therefore key to have a

systematic approach on how the organisation will engage and involve its stakeholders in strategic

processes. Quite critical also is the platforms that JOSHCO will use to communicate or interact

with stakeholders in order to accentuate the significance of collaborating to build dependency.

Rational

This Integrated Communication, Marketing and Stakeholder Management Strategy is based on

the current environmental factors influencing our communication with stakeholders and the

7. COMMUNICATION AND STAKEHOLDER MANAGEMENT

84

sectoral environment we operate in, and so JOSHCO needs to prioritize all the areas of

improvement and build on them. Stakeholders are a commonality in the organisation’s

communication - demanding every department within JOSHCO to play a role in driving this

strategy thrive. The above statement necessitates the move of communications from a back-office

support function to a more strategic role, being the face of change in the way JOSHCO operates

- this will contribute towards fostering good relations between departments and promote exchange

of strategic business information. The organisation’s priority is to position JOSHCO as a brand

that is reliable and consistent in its service offering. This requires consideration of the

organisational communication objectives, priorities and tactics to achieve positive outcomes.

Organisational Communication Objectives

Picture 3

The JOSHCO Stakeholder Management is a process to identify people, groups or organisations

that could impact or be impacted by JOSHCO operations and projects, analysing of stakeholder

expectations and interest on JOSHCO operations and projects, as well as developing appropriate

Integrated Communication

Marketing & Stakeholder

Management

Identify Key Stakeholders

Events , Campaigns & Activations

Communication

challenges & priorities Analysis

Awareness/ Education &

Training

Media Engagement

Brand

Visibility Marketing & Advertising

7.1 Stakeholder Matrix

85

strategies to effectively engage with the stakeholders. JOSHCO Stakeholder Engagement is a

process of communicating and working with stakeholders to meet their needs/ expectations,

address issues as they occur and engage throughout JOSHCO’s operations and projects’ life

cycles.

Stakeholder Mapping and Analysis

JOSHCO’s stakeholders are internal and external with varying degrees of influence, including but

not limited to, funders, customers, public, regulators, politicians, board of directors, management

and staff, all yielding unique communication needs, approach and requires distinct resources.

Essential to this strategy is engaging, recognizing and acknowledging the importance of the

organisation’s key stakeholders. More detailed stakeholder maps will assess each stakeholder in

terms of their interest and impact in the work and influence over the way it is performed. Those

with an ability to directly affect the objectives are sometimes highlighted as being the key

stakeholders with high impact.

86

Table 15: Stakeholder Management and Related Level of Importance

Name of Stakeholder Specific Interest in our Business Interest Power Impact

SH

AR

EH

OL

DE

RS

City of Johannesburg Delivery on socio-political mandate,

financial sustainability High High V. High

National

Treasurer/AG

Social Return on Investment, financial

sustainability Med High High

Public / Community Creation of employment, CSI, Good

corporate citizenship High High V. High

RE

GU

LA

TO

R Performance &

Oversight Bodies Accountability High High V. High

National

Treasurer/AG Compliance / Regulation Med High High

CU

ST

OM

ER

S

Tenants Cheap, high quality housing, great services,

secure leases High High V. High

Advertisers Access to tenants, maximization of brand

visibility, sales High Low Medium

BU

SIN

ES

S P

AR

TN

ER

S

Employees / Labour Secure employment, competitive

remuneration, work climate High High V. High

MoEs (Water, Power,

Policing, etc.)

Collaborative service delivery and

sustainability of services Med Med Med

Contractors / Service

Providers Secure contracts, timely payments, High Low Med

Universities / NSFAS JOSHCO meets accreditation standards,

more accommodation Med Med Med

SHRA Social and economic return on Funding,

good governance High High V. High

87

2020/21 Communication and Priorities

This strategy addresses communication needs and priorities holistically; and identifies ways of

improving the problem areas.

To maximize the impact of our projects by making the results and deliverables visible to

stakeholders and the wider audience.

Heighten City’s Strategic Priorities and Programmes

Prompt pro-active communication on service delivery and response

Business optimization and social presence by communicating JOSHCO’s successes, policies

and processes on multiple platforms

Change negative perceptions held by the public by addressing challenges openly and

demonstrate the impact of JOSHCO in the lives of Johannesburg residents

Boost continuous interaction with stakeholders to improve service delivery,

Automation of processes (applications, billing, payments, invoicing etc.)

Personalisation of customer experience by using online solutions (i.e. live chats)

Use Info-graphics, animation and videography to boost best interpretation of our key

messages

Manoeuvring of unrealistic expectations from communities to avoid boycotts

Device new tactics to boost our Corporate Social Investment (CSI) support.

8. Communication Plan

88

Picture 4

Planning and Coordination

JOSHCO to involve stakeholders from the inception of JOSHCO development projects to create

the basis for a shared vision that could boost our relationship with stakeholders. The aim is to

fairly identify and respond to all legitimate interests by providing clear and convenient

opportunities for substantive involvement at critical stages in the development process.

Involvement should begin well before a development plan is on the table, the scope of participants'

decision-making power should be clear at the outset, and all involved should be periodically

updated on how their input is being used. The impact and result of this kind of involvement can

be a growth plan that will uphold the rights of access and protect the community's interest and

needs.

Collaboration

JOSHCO to prioritize stakeholder collaboration to ensure that their interest in the rights of access

to JOSHCO projects and programmes is upheld. Collaboration with the office of the MMC,

Housing department and local Media is critical for the organisation’s brand management and by

employing robust media interactions – the organisation will enable a swift implementation of

JOSHCO projects and programmes. Our brand statement depends (to some extent) on these key

collaborations.

Innovation

JOSHCO to exploit new innovative ways that boost and build close, harmonious relationships with

communities

Forming Strategic Partnerships and devising interactive programmes - Service Desk - these

are aimed at elevating service delivery to meet new prescribed standards and improve turn-

around times whilst promoting the entity as a prime brand.

Stimulating community empowerment programmes to leverage on JOSHCO’s relationship

with tenants in order to achieve accelerated delivery of units and uninterrupted allocation

processes - Corporate Social Investment – giving back to the community.

Developing collateral to package specific messages to address specific audiences on specific

issues – Infographics - communicating using image to simplify the message.

89

The 2019/20 Activation Plan address pro-active engagements and coordination of activities

between JOSHCO and the City. This is aimed at addressing development and tenanting plans,

community empowerment opportunities, respond to queries and to promote the company’s

successes - Media Briefings

Brand Promotion and Reputation Management

The objective of promoting JOSHCO as a Brand is to establish a distinct identity for our service

offering in an attempt to persuade consumer buy-in by promising to serve their needs in a unique

way. “Brand promotion is key to inform, remind, persuade convincingly, and influence the

consumers to drive their decision towards service under a particular brand “. JOSHCO will employ

this tactic to stabilize stakeholder relations, expand and reposition itself as a respectable brand

within the housing sector and Johannesburg, predominantly.

Brand Promotion Methods we will consider keeping the JOSHCO brand noticeable −

Establish efficient, interactive online/ digital engagement platforms

Engage in robust media engagements to create an understanding of our Strategic Priorities

and Programmes

Improve Social Media presence

Introduce (CSIs)/ Charity initiatives to boost trust and confidence in JOSHCO and its

leadership

Distribution of branded items/ gifts to boost our brand visibility and relevance

Optimizing our brand visibility through project branding & advertising

Implement programmes/events that will boost community relations and change negative

public perception and restore the organisation’s reputation.

Corporate Identity Standards

JOSHCO’s Corporate Identity (CI) is derived from the City of Johannesburg’s Corporate Brand

Standards - this includes branding guidelines and corporate templates. JOSHCO has an existing

CI manual that will be reviewed and updated when the City finalises the process to design a new

Logo and position statement. The look and feel of JOSHCO collateral, digital communication

platforms, branding material, adverts and project signage is affected. JOSHCO’s Communication

Policy addresses standards and procedures concerning branding; communication protocols and

90

internal/external coordination of events, while the Corporate Identity Manual (commonly known

as A CI MANUAL) addresses in detail: the use of the JOSHCO logo.

Principle 12 of the King IV report on Corporate Governance requires that, the Board assume

responsibility for the Governance of technology and information by setting the direction for how

technology and information should be approached and addressed in the organisation. The Board

has delegated such responsibility to the Board Risk and Audit Committee which meets once per

quarter and ICT matters are presented to the said Committee as and when necessary. JOSCHO

has developed a 3-year ICT strategic and ICT action plan and will be rolled out in the next 3

financial years. JOSHCO ICT is responsible for the following objective which relates to the

improvement of the ICT infrastructure and governance:

• Improve ICT infrastructure and governance.

In order to achieve this objective, an ICT annual action plan is in place that includes the major

projects that the ICT department is required to implement at JOSHCO.

The required projects are as follows:

o Implement Electronic Document Management System;

o Implement Dashboard Solution to track the real-time performance;

o Provision of adequate ICT services at JOSHCO projects;

o Developing JOSHCO Website;

o Implementation of effective COBIT Governance Framework;

o Implementation of ISO 27001 Information Security Framework;

o Hosted Data Storage Solutions;

o JOSHCO IT infrastructure and Technology assessment for the CoJ SAP

implementation project

o IT Asset and Service Management, System provides enterprise wide inventory and

life cycle management of software and hardware assets. This can include asset

maintenance history, user permissions, acquisition budget forecasting, and

software license compliance;

o Implement Effective Disaster Recovery Site and Solution

9. INFORMATION AND COMUNICATION TECHNOLOGY DEPARTMENT

91

Several audit findings have been raised by internal and external auditors in the previous financial

year. The organisation has been implementing corrective measures to address the possible risks

related to the raised findings. In the beginning of the 3rd quarter of the previous financial year

2019/2020 the contract of the outsourced Internal Auditor (OMA Chartered Accounts) expired and

measures were put in place to appoint an audit manager on a permanent basis to establish an

internal audit division to ensure continued process of managing the audit findings and ensure that,

implementation of corrective actions is adequately implemented as required by standard 2500.A1

of the Internal Audit Profession Act.

JOSHCO has since established the internal audit unit. The Manager was appointed and

commenced work on the 1st May 2020.

10. AUDIT RESOLUTION (OUTSTANDING ISSUES)

92

Annexure A Proposed Tariffs

Proposed Rental Tariffs for the 2020/2021, 2021/2022 and 2022/2023 Financial Year

Estate

Details

Typology Avg.m2 2020/

2021`

2021/

2022

2021/

2023

Kliptown Square

Subsidised

Bachelor 30.70 1,514.46 1596.24 1692.01

1 Bedroom 34.55 1,696.30 1787.90 1895.18

1 Bedroom 39.20 1,922.62 2026.44 2148.03

2 Bedroom 41.71 2,121.41 2235.96 2370.12

2 Bedroom 43.98 2,245.75 2367.02 2509.04

2 Bedroom

Large (Existing

Tenants)

58.48 2,854.61 3008.76 3189.28

2 Bedroom Loft

(Existing

Tenants)

60.40 2,936.18 3094.74 3280.42

Subsidised

Bachelor 30.70 1,599.25 1685.61 1786.75

1 Bedroom 34.55 1,743.14 1837.27 1947.50

Un-

subsidised

Bachelor 30.70 2,594.60 2734.71 2898.79

1 Bedroom 34.55 2,907.61 3064.62 3248.50

1 Bedroom 39.20 3,295.43 3473.39 3681.79

2 Bedroom 41.71 3,634.24 3830.49 4060.32

2 Bedroom 43.98 3,850.12 4058.03 4301.51

2 Bedroom

Large (New

58.48 4,043.52 4261.87 4517.59

93

Estate

Details


2021`

2021/

2022

2021/

2023

Tenants &

Existing

Unsubsidised)

2 Bedroom Loft

(New Tenants

& Existing

Unsubsidised)

60.40 4,176.28 4401.80 4665.90

Live Work 60.40 4,887.14 5151.05 5460.11

Kliptown Golf Course

1 Bedroom

Duplex

421.38 435.00 461.10

1 Bedroom

Simplex

474.06 489.00 518.34

2 Bedroom

Duplex

579.41 598.00 633.88

2 Bedroom

Simplex

632.08 652.00 691.12

2 Bedroom

Duplex Loft

816.43 843.00 893.58

City Deep Hostel (Converted units)

1 Bedroom 31.00 1,629.70 1717.71 1820.77

1 Bedroom 34.00 1,685.03 1776.02 1882.58

2 Bedroom 38.00 1,823.96 1922.45 2037.80

2 Bedroom 39.00 1,869.29 1970.24 2088.45

94

Estate

Details


2021`

2021/

2022

2021/

2023

2 Bedroom 40.00 1,917.32 2020.85 2142.11

2 Bedroom 45.00 2,156.72 2273.18 2409.58

2 Bedroom 50.00 2,396.51 2525.92 2677.48

2 Bedroom 57.00 2,714.03 2860.59 3032.23

2 Bedroom 63.00 3,019.03 3182.05 3372.98

2 Bedroom 69.00 3,307.24 3485.83 3694.98

3 Bedroom 73.00 3,498.79 3687.72 3908.98

3 Bedroom 54.50 2,714.03 2860.59 3032.23

City Deep Flats

Bachelor 28.60 1,106.31 1166.05 1236.01

Bachelor 35.49 1,367.26 1441.09 1527.56

Bachelor 37.42 1,403.23 1479.01 1567.75

Bachelor

Duplex

59.00 1,439.21 1516.93 1607.95

Bachelor

Duplex

61.00 1,475.20 1554.86 1648.15

Bachelor

Duplex

67.00 1,529.16 1611.74 1708.44

1 Bedroom 47.00 1,978.93 2085.79 2210.94

1 Bedroom 50.00 2,068.88 2180.60 2311.44

1 Bedroom 52.51 2,086.87 2199.56 2331.53

2 Bedroom 54.00 2,293.75 2417.62 2562.67

2 Bedroom 57.00 2,383.70 2512.42 2663.17

95

Estate

Details


2021`

2021/

2022

2021/

2023

2 Bedroom 58.00 2,428.70 2559.85 2713.44

2 Bedroom 50.00 2,437.68 2569.32 2723.48

2 Bedroom 60.00 2,518.64 2654.64 2813.92

2 Bedroom 62.33 2,563.61 2702.04 2864.16

2 Bedroom 63.99 2,608.59 2749.45 2914.42

2 Bedroom 70.70 2,698.54 2844.26 3014.91

2 Bedroom 72.00 3,058.32 3223.47 3416.88

2 Bedroom 62.00 3,418.14 3602.72 3818.89

2 Bedroom 62.00 3,508.09 3697.53 3919.38

3 Bedroom 73.00 3,238.23 3413.10 3617.88

3 Bedroom 91.41 3,777.95 3981.96 4220.87

3 Bedroom 109.79 3,957.85 4171.57 4421.87

City Deep (New)

1 Bedroom

1,053.81 1110.72 1177.36

2 Bedroom

2,341.81 2468.27 2616.36

Housing

Supervisor

623.76 657.44 696.89

Communal Room

COJ Employee

(Subsidised

Bed)

1,189.21 1253.43 1328.64

Unsubsidised

Bed (Hostels).

525.70 554.08 587.33

96

Estate

Details


2021`

2021/

2022

2021/

2023

Chelsea

Room 12.00 1,014.30 1069.07 1133.22

Room 16.00 1,106.49 1166.25 1236.22

Room 20.00 1,198.71 1263.44 1339.25

Double Room 28.00 1,475.35 1555.02 1648.32

Roodepoort

Income

R3000 to

R4699

(Existing

tenants) 1 Bedroom

36.00

1,141.93 1203.60 1275.81

Income

R3000 to

R4699

(Existing

tenants) 1 Bedroom

36.00

1,025.22 1080.58 1145.42

Income R

3000 to

R3500

(New

tenants) 1 Bedroom

36.00

1,141.93 1203.60 1275.81

Income R

3000 to

R3500

(New

tenants) 2 Bedroom

45.00

1,316.64 1387.73 1471.00

97

Estate

Details


2021`

2021/

2022

2021/

2023

Income

R4700 to

R5339

(Existing

tenants) 1 Bedroom

36.00

3,004.65 3166.90 3356.92

Income

R4700 to

R5339

(Existing

tenants) 2 Bedroom

45.00

1,408.65 1484.72 1573.80

Income

R5340 to

R7500

(Existing

tenants) 1 Bedroom

36.00

2,083.80 2196.33 2328.11

Income

R5340 to

R7500

(Existing

tenants) 2 Bedroom

45.00

1,490.35 1570.83 1665.08

Income

R6780 to

R7500

(New

tenants) 1 Bedroom

36.00

2,083.80 2196.33 2328.11

Income

R6780 to

R7500

(New

tenants) 1 Bedroom

36.00

1,833.76 1932.78 2048.75

Income

R6200 to 2 Bedroom

45.00

2,417.22 2547.75 2700.61

98

Estate

Details


2021`

2021/

2022

2021/

2023

R 6900

(Existing

tenants)

Income

R6200 to

R 6900

(Existing

tenants) 2 Bedroom

45.00

2,505.74 2641.05 2799.51

Income

R6800 to

R 7500

(New

tenants) 2 Bedroom

45.00

2,417.22 2547.75 2700.61

Income

R6800 to

R 7500

(New

tenants) 2 Bedroom

45.00

3,084.10 3250.64 3445.68

Income

R6901 to

R7500

(Existing

tenants) 2 Bedroom

45.00

2,750.61 2899.14 3073.09

Income

above

R7500

(Existing

tenants) 2 Bedroom

45.00

4,334.29 4568.35 4842.45

Pennyville

Per Unit 3 Rooms

35.00

1,176.20

1239.72

1314.10

99

Estate

Details


2021`

2021/

2022

2021/

2023

Per Unit

(COJ Hostel

Employees)

3 Rooms

35.00

1,189.20

1253.42

1328.62

Per Room 3

Families

Sharing

Room

9.00

445.53

469.59

497.77

Per Room 2

Families

Sharing

Room

18.00

623.76

657.44

696.89

Family Unit 2 Bedroom Flat

42.00

2,500.56

2635.59

2793.73

Per Room 3

Families

Sharing

Room

9.00

294.77

310.69

329.33

Per Room 2

Families

Sharing

Room

18.00

311.87

328.71

348.43

Alexandra Far East Bank

Income up

to R3500

Room

683.21 720.11 763.31

Income

above

R3500

Room

683.21 720.11 763.31

Creche

4,618.30 4867.69 5159.75

Room - 720.11 758.99 804.53

Creche - 4,618.30 4867.69 5159.75

La Rosabel

100

Estate

Details


2021`

2021/

2022

2021/

2023

Room 12.00-

12.94

1,192.97 1257.39 1332.83

Room 14.00-

14.92

1,272.50 1341.21 1421.69

Room 15.22-

17.88

1,352.04 1425.05 1510.55

Room 18.00-

18.75

1,431.56 1508.86 1599.40

Room 33.34 1,590.63 1676.53 1777.12

Room 15.22-

17.88

1,425.05 1502.00 1592.12

Room 18.00-

18.75

1,508.87 1590.35 1685.77

Bellavista New

2 Bedroom 45.00 3,800.68 4005.91 4246.27

2 Bedroom 45.00 4,005.92 4222.24 4475.57

Citrene Court

2 Bedroom Flat 52.00 3,709.18 3909.48 4144.05

2 Bedroom Flat 55.00 4,005.90 4222.21 4475.55

3 Bedroom Flat 70.00 4,478.48 4720.32 5003.54

Orlando Converted

1 Bedroom 28.08 1,328.62 1400.37 1484.39

1 Bedroom 33.24 1,565.86 1650.41 1749.44

1 Bedroom 43.28 2,040.36 2150.54 2279.58

2 Bedroom 38.25 2,166.89 2283.90 2420.93

2 Bedroom 60.36 2,847.02 3000.76 3180.81

101

Estate

Details


2021`

2021/

2022

2021/

2023

Orlando (Phase 2)

2 Bedroom 50.00 2,727.98 2875.29 3047.80

2 Bedroom 51.00 2,782.53 2932.79 3108.76

2 Bedroom 52.00 2,837.09 2990.29 3169.71

2 Bedroom 53.00 2,891.66 3047.81 3230.68

2 Bedroom 57.00 3,109.89 3277.82 3474.49

2 Bedroom 68.00 3,710.05 3910.39 4145.01

1 Bedroom 31.00 1,859.98 1960.42 2078.05

1 Bedroom 32.00 1,904.62 2007.47 2127.92

1 Bedroom 33.00 1,964.14 2070.21 2194.42

1 Bedroom:

Paraplegic

50.00 2,231.97 2352.50 2493.65

1 Bedroom:

Paraplegic

51.00 2,276.62 2399.56 2543.53

1 Bedroom:

Paraplegic

52.00 2,321.26 2446.61 2593.40

1 Bedroom:

Paraplegic

53.00 2,365.90 2493.65 2643.27

Bachelor 22.00 1,363.98 1437.64 1523.90

Europa House

Rooms 12.00 1,041.59 1097.84 1163.71

Rooms 13.00 1,128.39 1189.32 1260.68

Rooms 15.00 1,301.99 1372.30 1454.64

Rooms 16.00 1,388.79 1463.78 1551.61

102

Estate

Details


2021`

2021/

2022

2021/

2023

Rooms 17.00 1,475.59 1555.27 1648.58

Rooms 18.00 1,562.38 1646.75 1745.55

Rooms 19.00 1,649.19 1738.24 1842.54

Rooms 20.00 1,735.98 1829.73 1939.51

Rooms 21.00 1,822.78 1921.21 2036.48

Rooms 22.00 1,909.59 2012.70 2133.47

Raschers

Room 12.20 464.39 489.46 518.83

Room 13.40 922.09 971.89 1030.20

Room 14.40 1,005.92 1060.24 1123.86

Room 15.40 1,089.74 1148.59 1217.50

Room 15.40 1,173.57 1236.94 1311.16

Double Room 32.30 1,590.63 1676.53 1777.12

Antea Converted Units

Bachelor 25.00 1,353.92 1427.03 1512.65

1 Bedroom 42.00 1,861.64 1962.17 2079.90

2 Bedroom 60.00 2,538.60 2675.68 2836.22

3 Bedroom

3,046.32 3210.82 3403.47

Rooms

1,189.20 1253.42 1328.62

2 Bedroom 60.00 1,676.53 1767.06 1873.08

2 Bedroom 60.00 1,269.29 1337.83 1418.10

MBV

103

Estate

Details


2021`

2021/

2022

2021/

2023

Room 11.00 901.21 949.87 1006.87

Room 14.00 976.31 1029.03 1090.77

Room 16.00 1,051.40 1108.18 1174.67

Room 17.00 1,126.49 1187.32 1258.56

Room 20.00 1,201.60 1266.49 1342.48

Room 23.00 1,276.70 1345.64 1426.38

Room 26.00 1,351.81 1424.80 1510.29

Room 29.00 1,426.90 1503.96 1594.20

Room 32.00 1,502.00 1583.11 1678.10

Room 36.00 1,802.39 1899.72 2013.71

Room 38.50 1,952.61 2058.05 2181.54

Room 40.00 2,027.71 2137.21 2265.44

Room 44.50 2,253.00 2374.67 2517.15

Room 51.00 2,403.21 2532.98 2684.96

Room 60.00 3,004.01 3166.22 3356.20

Casa Mia

Room 14.99 1,126.50 1187.33 1258.57

Room 15.00 1,201.60 1266.49 1342.48

Room 16.17 1,216.62 1282.32 1359.26

Room 17.42 1,351.81 1424.80 1510.29

Room 21.83 1,652.20 1741.42 1845.90

104

Estate

Details


2021`

2021/

2022

2021/

2023

Studio Flat 16.69 1,502.00 1583.11 1678.10

Studio Flat 17.00 1,592.12 1678.09 1778.78

Studio Flat 18.72 1,682.25 1773.09 1879.48

Studio Flat 19.90 1,802.41 1899.74 2013.72

Studio

Communal

Bath

20.16 1,652.20 1741.42 1845.90

Bachelor

Communal

Bath

18.00 1,411.89 1488.13 1577.41

Bachelor

Communal

Bath

19.00 1,502.00 1583.11 1678.10

Bachelor

Communal

Bath

21.00 1,577.10 1662.26 1762.00

Bachelor

Communal

Bath

23.12 1,652.20 1741.42 1845.90

Bachelor

Communal

Bath

32.76 2,403.21 2532.98 2684.96

Bachelor Flat 20.16 1,832.44 1931.40 2047.28

Bachelor Flat 21.88 1,967.62 2073.87 2198.30

Bachelor Flat 22.00 2,042.73 2153.04 2282.22

Bachelor Flat 23.00 2,162.89 2279.68 2416.46

Bachelor Flat 24.00 2,237.98 2358.84 2500.37

105

Estate

Details


2021`

2021/

2022

2021/

2023

Bachelor Flat 25.00 2,313.08 2437.99 2584.27

Bachelor Flat 26.00 2,403.21 2532.98 2684.96

Bachelor Flat 30.00 2,778.71 2928.76 3104.49

Bachelor Flat 59.03 4,506.01 4749.33 5034.29

1 Bedroom

Communal

Bath

36.84 2,763.69 2912.93 3087.71

1 Bedroom

Communal

Bath

40.60 3,004.01 3166.22 3356.20

1 Bedroom Flat 35.20 3,154.21 3324.54 3524.01

1 Bedroom Flat 39.86 3,604.81 3799.47 4027.44

1 Bedroom Flat 40.00 3,649.87 3846.96 4077.78

1 Bedroom Flat 51.20 3,845.12 4052.76 4295.93

2 Bedroom

Communal

Bath

49.70 3,724.97 3926.12 4161.68

2 Bedroom Flat 47.97 3,980.31 4195.25 4446.96

2 Bedroom Flat 54.81 4,941.59 5208.43 5520.94

2 Bedroom Flat 59.03 4,956.61 5224.26 5537.72

AA House

Rooms 12.00 842.24 887.72 940.99

Rooms 13.00 912.43 961.70 1019.40

Rooms 14.00 982.62 1035.68 1097.82

106

Estate

Details


2021`

2021/

2022

2021/

2023

Rooms 15.00 1,052.80 1109.66 1176.23

Rooms 16.00 1,119.15 1179.58 1250.36

Rooms 17.00 1,193.18 1257.61 1333.07

Rooms 18.00 1,263.37 1331.59 1411.48

Rooms 19.00 1,333.55 1405.57 1489.90

Rooms 20.00 1,403.74 1479.54 1568.32

Rooms 23.00 1,614.31 1701.48 1803.57

Bachelor Flat 15.00 1,614.31 1701.48 1803.57

Bachelor Flat 17.00 1,712.57 1805.04 1913.35

Bachelor Flat 18.00 1,782.75 1879.02 1991.76

Bachelor Flat 20.00 1,923.13 2026.98 2148.60

Bachelor Flat 21.00 1,993.32 2100.96 2227.01

Bachelor Flat 22.00 2,063.50 2174.93 2305.43

Bachelor Flat 23.00 2,133.69 2248.91 2383.85

Bachelor Flat 33.00 2,667.11 2811.13 2979.80

Bachelor Flat 35.00 2,947.86 3107.04 3293.47

1 Bedrooms

Flat

18.00 1,782.75 1879.02 1991.76

1 Bedrooms

Flat

38.00 3,228.61 3402.96 3607.13

2 Bedroom Flat 60.00 5,053.47 5326.36 5645.94

107

Estate

Details


2021`

2021/

2022

2021/

2023

Fleurhof

Income

to R3500

1 Bedroom 35.00 939.66 802.50 850.65

Income

to R7500

2 Bedroom 40.00 2,505.74 2140.00 2268.40

Fleurhof Riverside

1 Bedroom 35.00 891.51 802.50 850.65

2 Bedroom 40.00 2,377.36 2140.00 2268.40

Selby Hostel

1 Bedroom 27.00 1,393.12 1468.35 1556.45

1 Bedroom 28.00 1,459.47 1538.28 1630.57

1 Bedroom 29.00 1,525.81 1608.20 1704.70

1 Bedroom 30.00 1,592.14 1678.12 1778.81

1 Bedroom 33.00 1,724.82 1817.96 1927.04

2 Bedroom 36.00 2,122.86 2237.49 2371.74

2 Bedroom 39.00 2,255.54 2377.34 2519.98

2 Bedroom 41.00 2,388.21 2517.18 2668.21

2 Bedroom 42.00 2,454.56 2587.10 2742.33

2 Bedroom 43.00 2,520.90 2657.03 2816.45

2 Bedroom 44.00 2,587.23 2726.95 2890.56

2 Bedroom 45.00 2,653.58 2796.87 2964.68

2 Bedroom 50.00 2,918.93 3076.55 3261.15

Rooms 10.00 819.63 863.89 915.73

Rooms 15.00 878.18 925.60 981.14

108

Estate

Details


2021`

2021/

2022

2021/

2023

Public Hostels

2 Bedroom

(Income Below

R4500)

750.00 750.00 750.00

2 Bedroom

(Income 4501 -

5500)

850.00 850.00 850.00

2 Bedroom

(Income 5501 -

6500)

950.00 950.00 950.00

2 Bedroom

(Income 6501 -

7500)

1,050.00 1050.00 1050.00

2 Bedroom

(Income 7501 -

8500)

1,150.00 1150.00 1150.00

2 Bedroom

(Income 8501 -

9500)

1,250.00 1250.00 1250.00

2 Bedroom

(Income 9501 -

10500)

1,350.00 1350.00 1350.00

2 Bedroom

(Income 10501

- 11500)

1,450.00 1450.00 1450.00

2 Bedroom

(Income 11501

- 12500)

1,550.00 1550.00 1550.00

109

Estate

Details


2021`

2021/

2022

2021/

2023

2 Bedroom

(Income 12501

- 13500)

1,650.00 1650.00 1650.00

2 Bedroom

(Income 13501

- 14500)

1,750.00 1750.00 1750.00

2 Bedroom

(Income 14501

- 15000)

1,850.00 1850.00 1850.00

Devland

1 Bedroom 36.00 891.51 939.65 996.03

1 Bedroom 38.00 999.82 1053.81 1117.04

2 Bedroom 42.00 2,377.36 2505.74 2656.08

2 Bedroom 48.00 3,110.56 3278.54 3475.25

Nederberg

1 Bedroom 22.00 1,999.65 2107.63 2234.09

Hoek Street

1 Bedroom 12 1,133.13 1194.32 1265.98

13 1,227.56 1293.85 1371.48

14 1,321.99 1393.38 1476.98

15 1,416.42 1492.90 1582.48

16 1,510.85 1592.43 1687.98

17 1,605.27 1691.96 1793.48

18 1,699.70 1791.49 1898.97

19 1,794.13 1891.01 2004.47

110

Estate

Details


2021`

2021/

2022

2021/

2023

20 1,888.56 1990.54 2109.97

21 1,982.99 2090.07 2215.47

23 2,171.84 2289.12 2426.47

24 2,266.27 2388.65 2531.97

26 2,368.47 2496.37 2646.15

29 2,577.33 2716.50 2879.49

Hoek Street

1 Bedroom 22 2,071.36 2183.21 2314.20

28 2,542.11 2679.38 2840.15

10 941.52 992.37 1051.91

Phoenix house

room 11 799.86 843.05 893.64

room 14 888.73 936.72 992.93

room 16 999.82 1053.81 1117.04

room 19 1,110.92 1170.91 1241.16

room 20 1,133.13 1194.32 1265.98

room 21 1,144.24 1206.03 1278.39

room 23 1,210.90 1276.29 1352.86

room 25 1,222.01 1288.00 1365.28

room 26 1,277.55 1346.54 1427.33

room 28 1,288.66 1358.25 1439.75

room 30 1,333.10 1405.09 1489.39

111

Estate

Details


2021`

2021/

2022

2021/

2023

room 31 1,344.21 1416.80 1501.80

room 38 1,555.28 1639.27 1737.62

Devland

1 bedroom 35 733.20 772.80 819.17

1 bedroom 38 933.17 983.56 1042.57

2 bedroom 42 1,333.10 1405.09 1489.39

1 bedroom 38 1,555.28 1639.27 1737.62

2 bedroom 42 1,833.01 1931.99 2047.91

2 bedroom 42 2,444.02 2575.99 2730.55

2 bedroom 48 3,110.56 3278.54 3475.25

Turffontein

1bed 34.40 966.50 1018.69 1079.81

1bedroom 35.70 1,333.10 1405.09 1489.39

2 bedroom -1bc 43.50 1,666.37 1756.36 1861.74

2 bedroom 43.50 2,332.92 2458.90 2606.44

2 bedroom 1bc 46.70 3,888.21 4098.17 4344.06

2 bedroom 46.70 4,221.48 4449.44 4716.41

2 C bedroom

1bc

51.10 4,665.85 4917.80 5212.87

2 D bedroom 44.60 2,999.47 3161.44 3351.13

2 Ebedroom

1bc

44.60 3,443.84 3629.81 3847.60

communal 16.50 755.42 796.22 843.99

112

Estate

Details


2021`

2021/

2022

2021/

2023

2 bedroom 43.50 2,666.20 2810.17 2978.78

Textile Building 125 kerk street

bachelor

21.20

1,866.34

1967.12

2085.15

bachelor

24.00

2,132.96

2248.14

2383.03

bachelor

25.00

2,221.83

2341.81

2482.32

1 bedroom

32.00

2,915.04

3072.46

3256.80

1 bedroom

36.00

3,279.42

3456.51

3663.90

1 bedroom

39.00

3,552.71

3744.56

3969.23

1 bedroom

40.00

3,643.80

3840.57

4071.00

2 bedroom

47.00

4,385.90

4622.73

4900.10

bachelor

21.20

2,555.11

2693.08

2854.67

1 bedroom

32.00

1,395.31

1470.66

1558.90

1 bedroom

40.00

1,760.58

1855.65

1966.99

113

Estate

Details


2021`

2021/

2022

2021/

2023

1 bedroom

40.00

2,336.58

2462.75

2610.52

2 bedroom

47.00

2,843.94

2997.52

3177.37

Diamond Building 123 Kerk street

bachelor

30.00

2,666.20

2810.17

2978.78

1 bedroom

36.00

3,279.42

3456.51

3663.90

2 bedroom

36.00

3,359.41

3540.82

3753.27

2 bedroom

37.00

3,452.73

3639.17

3857.52

2 bedroom

39.00

3,639.36

3835.89

4066.04

2 bedroom

42.00

3,919.31

4130.95

4378.81

Housing Supervisor

Parking

Fee

CasaMia

168.45 177.54 188.20

Kliptown

Square

178.21 187.84 199.11

Roodepoort

178.21 187.84 199.11

Fleurhof

199.02 209.77 222.35

AA

House

210.56 221.93 235.25

Turffontein

186.86 196.95 208.76

114

Estate

Details


2021`

2021/

2022

2021/

2023

Union Square: Retail

Outdoor Advert

Site

113.19

35,540.39

39,094.42

43003.87

Shop 1 187.63 36,252.75 39,878.02 43865.83

Shop 2 127.15 21,551.00 23,706.09 26076.70

Shop 3 105.11 12,828.67 14,111.54 15522.70

Shop 5 306.13 19,520.99 21,473.09 23620.40

Shop 7 128.88 7,330.71 8,063.78 8870.16

Shop 8 189.00 10,605.72 11,666.29 12832.92

Shop 9 127.34 7,145.68 7,860.25 8646.27

Shop 10 296.79 72,673.57 79,940.92 87935.02

Albert

Street:

Retail

Shop Face

Outdoor Advert

Site

45,763.6

3

63,569.76 69,926.73 76919.41

Booysens Place

Office 22 41.25 3,366.90 3,703.59 4073.95

Shop 102 42.20 10,763.87 11,840.26 13024.28

Shop 104 49.23 17,265.88 18,992.46 20891.71

Shop 105 82.50 7,154.66 7,870.12 8657.14

Shop 106 74.90 8,023.93 8,826.33 9708.96

Shop 107 67.20 10,627.15 11,689.87 12858.85

Shop 109 124.11 19,310.46 21,241.51 23365.66

Shop 110 41.05 4,973.51 5,470.86 6017.95

115

Estate

Details


2021`

2021/

2022

2021/

2023

Shop 112 26.57 3,727.44 4,100.19 4510.20

106 Claim Street

Shop 1 90.00 18,824.02 20,706.42 22777.06

Shop 2 90.00 39,714.09 43,685.50 48054.05

Shop 3 90.00 27,203.00 29,923.30 32915.63

Shop 4 90.00 36,041.11 39,645.22 43609.74

NBS

Parking bays

(100)

98,615.00 108,476.5

0

119324.1

5

Shop 1

107,709.3

7

118,480.3

1

130328.3

4

Shop 2

6,763.74 7,440.12 8184.13

Shop 3

140,935.7

7

155,029.3

4

170532.2

8

Shop 4

79,923.89 87,916.28 96707.90

Shop 5

12,025.44 13,227.98 14550.78

Shop 6

7,320.50 8,052.55 8857.81

Raschers

Shop 1 150 5,739.03 6,312.93 6944.23

Shop 2 130 13,097.74 14,407.52 15848.27

Shop 3 130 122,356.1

2

134,591.7

3

148050.9

0

Shop 4 130.66 6,832.07 7,515.28 8266.81

23 Kerk Street

116

Estate

Details


2021`

2021/

2022

2021/

2023

Shop 1 213.64 11,988.40 13,187.24 14505.97

Shop 2 200 11,222.99 12,345.29 13579.82

Shop 3 235.36 14,708.03 16,178.84 17796.72

25 Kerk Street

Shop 1 & 2 145.2 18,517.94 20,369.73 22406.70

Shop 3 228.25 2,328.77 2,561.64 2817.81

Shop 4 38.72 17,184.65 18,903.11 20793.43

Shop 5 32.61 14,930.40 16,423.44 18065.78

Shop 6 225.6 6,329.76 6,962.74 7659.01

Shop 7 159.72 5,092.43 5,601.67 6161.84

Shop 8 68.2 33,051.71 36,356.88 39992.56

Outdoor Advert

Site

41.18 16,112.67 17,723.94 19496.34

16 Wolmarans (283)

Shop 01

6,516.00 7,167.59 7884.35

Shop 03

6,687.78 7,356.56 8092.21

Shop 04

5,646.40 6,211.04 6832.15

Shop 05

2,831.50 3,114.65 3426.11

AA House Retail

Rate m2

Shop 1 221.65 12,155.20 13370.72 14707.79

Shop 2 211.8 19,178.31 21,096.14 23205.75

Shop 3 211.8 22,959.94 25,255.94 27781.53

117

Estate

Details


2021`

2021/

2022

2021/

2023

Shop 4 211.8 22,959.94 25,255.94 27781.53

Shop 5 211.8 28,362.29 31,198.52 34318.37

Shop 6 211.8 16,207.02 17,827.72 19610.49

Shop 7 211.8 28,632.40 31,495.64 34645.20

Shop 8 211.8 20,799.00 22,878.91 25166.80

Shop 9 211.8 20,799.00 22,878.91 25166.80

Shop 10 211.8 27,011.70 29,712.87 32684.16

Shop 11 211.8 25,782.67 28,360.93 31197.03

118

JOHANNESBURG SOCIAL HOUSING COMPANY SOC Ltd

(Registration number 2003/008063/07)

Business Plan for 2020/2021 Financial Year

Documents

JOHANNESBURG SOCIAL HOUSING COMPANY (SOC) Ltd … Business... · institution such as Social Housing Regulatory Authority. In terms of the Social housing Act, social housing is “a